final draft idp- may 08 -...

uMngeni

Richmond

Impendle

Mkhambathini

Mpofana

Msunduzi

uMshwathi

2

PREPARED BY:

THE UMGUNGUNDLOVU DISTRICT MUNICIPALITY

PLANNING AND IMPLEMENTATION MANAGEMENT SUPPORT CENTRE

LED BY:

MR TLS KHUZWAYO

ACTING MUNICIPAL MANAGER

TEL: 033 – 897 6763

SUPPORTED BY: MANAGEMENT

Postal address: P O Box 3235 Pietermaritzburg 3200

Head Office physical address: 242 Langalibalele Street Pietermaritzburg 3201

For further information: Bongiwe Xaba Acting Executive Manager Planning and Implementation Management Support TEL: 033 8976754 CELL: 0828031145 Email: [email protected]

uuMMGGUUNNGGUUNNDDLLOOVVUU DDIISSTTRRIICCTT MMUUNNIICCIIPPAALLIITTYY CCOOUUNNCCIILL RREEPPRREESSEENNTTEEDD BBYY HIS WORSHIP, THE MAYOR

COUNCILLOR Y BHAMJEE

HER WORSHIP, THE DEPUTY MAYOR

COUNCILLOR TT ZONDI

THE HONOURABLE SPEAKER

COUNCILLOR GH ZONDI

CHIEF WHIP

COUNCILLOR MA LUKHELE

EXECUTIVE COMMITTEE

COUNCILLOR TR ZUMA

COUNCILLOR TR ZUNGU COUNCILLOR NBZ CELE COUNCILLOR JB MTOLO COUNCILLOR PBHENGU COUNCILLOR S MCHUNU

4

TABLE OF CONTENTS SECTION A: EXECUTIVE SUMMARY SECTION B: SITUATIONAL ANALYSIS SECTION C: DEVELOPMENT STRATEGIES SECTION D: SPATIAL DEVELOPMENT FRAMEWORK SECTION E: SECTOR INVOLVEMENT SECTION F: IMPLEMENTATION PLAN SECTION G: PROJECTS SECTION H: FINANCIAL PLAN SECTION I: ORGANISATIONAL PERFORMANCE MANAGEMENT SYSTEM SECTION J: ANNEXURES SECTION K: APPENDICES:

5

SECTION A

EXECUTIVE SUMMARY

6

UMGUNGUNDLOVU DISTRICT MUNICIPALITY MAP

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KZ 221

KZ 22 3

KZ 22 2

KZ 227

KZ 22 4

KZ 226

KZ 22 5

KZ D M A22Cool Air

New Hanover

Pi ter marit zburg

Richm ond

Im pendl e

Howi ck

Hil ton

Ashbur ton

Wart burg

Mooi Ri ver

RosettaDalt on

Cam perdo wn

Crai gie Burn

Bli nkw ater

Hi ghm oor Nature Reserve

Kark l oof

Kam berg Natur eReserve

Alberts Fall s

Umgeni Vlei Nature Reserve

Mi dmar

Queen El izabet h ParkDoreen Cl ar k

M po fa na

uM n geni

Im pend le

Richm o nd

M su nd uzi

uM shw athi

M kh am b athini

YOR K

BY R NE

EST ON

DA R GLE

LOTEN I

G OMA NE

NZIN GA

BO S TO N

KA MB ER G

ROS ETT A

TW EE DIE

CR A MO N D

KA ME NS I

FOXH IL L

ND A LEN I

RI ETV LEI

THE N DE LE

HI GH MO OR

BA LG OW A N

MPOL W EN I

FAW N LE AS

ED EN D AL E

COL EF OR D

HOP EW E LL

MID D EL RU S

LID GET TO N

NO OD S BE R G

ELA ND S K O P

MK HO ND E NI

G OOD H O PE

WI N DY H I LL

SC H ROE D ER S

CIB ELICH LE

MAS H IN G EN I

THOR N V ILLE

BI SH OP TO W E

MID - ILL OVU

MO U N T A LID A

LION S R IV ER

MO U N T E LIA S

HE LLA H EL LA

BA YN E SFI ELD

JOU B E RTS VL EI

TUN GA 'S H ILL

ALB ER T FA LLS

O TTO'S B LU FF

TAY LO R 'S H ALT

CL AN SYN D IC A TE

MOR TON 'S DR I FT

HA R DE N H EI GH T S

TAB LE MO UN TA IN

FO RT NO TT IN GH AM

HILD CO TE S TAT IO N

AP PEL SB O SC H MISS ION

TAB L E MO UN TA IN R AN GE

SW A YIM AN E

N

EW

S

uM gu ngund lovu

D ist r ict M un icipa lity

DATA SO UR C E SMun ici pa l D em arc ati on B oard

D ep t . O f T ran sp ortDept . Lo cal G overn m ent and Trad iti on al Af fa irs

S ta tis tic s So u th Afri ca

242 Lon g m arke t S tre etP O B o x 32 35Pieterm ar itzb u rg3200

Te l : (0 33) 89 7 67 96

E-M ail : khave e@ um d m .go v.za

Distric t B ase M ap

R EV ISIO N

D ATE

SC A LE

1:700000

30 -11-2004

KZ 22 3 1 6 79 .37

KZ 22 2 1 5 68 .30

KZ 22 1 1 9 24 .55

KZ 22 6 766 .00

KZ 22 5 649 .79

KZ 22 4 947 .90

KZ 22 7 1 13 3.62

KZ DM A22 276 .23 12

33 569

553 22 3

10 8 0 37

73 896

36 819

Po pulatio nAr eaNAM E

9 189 .5 3 92 7 8 45Grand T ota l for uM gu ngu nd lovu DM

Mpof an a LM

uM ngeni LM

uM shwa thi LM

Mkham bathin i LM

Msu nd uz i LM

Im pendle LM

Ric hmond LM

Dist rict Management Ar ea

59 067

63 222

Cen sus 200 1

S ta t ist ics So uth Afr ica

Sm a ll T ow ns , Vil lag es & Se ttl em en ts%

M ain A ccess R oa ds

R oad N etw ork

M uni ci pal B ou nda rie s

Sett lem ents

M ajo r D am s

N ature C onse rvat io n Ar eas

U rba n C en tr es

Tr iba l Au th ori ti es

LE GE N D

M AP 1

7

MAP OF LOCAL MUNICIPALITIES WITHIN THE DISTRICT

8

THE INTEGRATED DEVELOPMENT PLANNING PROCESS AT UMGUNGUNDLOVU

UMDM council adopted its second IDP for 2006-2011 in June 2007 after a participatory process that started towards the end of 2006. This process involved workshops and meetings with various stakeholders. The 2007/2008 IDP process entailed the review of the vision and mission, and the spatial development framework (SDF) of UMDM based on the achievements and changes that occurred during the past term and as well as the new legislative capital status of the district. In complying with the Municipal Finance Management Act 56, 2003, and the guidelines and requirements by Treasury the district produced the Service and Budget Implementation Plans (SDBIPs). The SDBIP will be used as a management, implementation and monitoring tool for the district, as well as a basis for developing performance agreements for the Municipal Manager and the Strategic Executive Managers as stated in Section 57 of the Municipal Systems Act 32, 2000. This document represents the Integrated Development Plan Review for the 2008/2009 financial year, prepared by uMgungundlovu District Municipality(UMDM). This IDP has been prepared in-house since 2004 with the assistance of the Planning and Implementation Management Support (PIMS) Centre. In order to improve participation and ownership by all stakeholders, a task team was formed which comprised managers from five departments of the district (i.e Finance, Community, Corporate, Technical services and the Office of the Municipal Manager). To strengthen horizontal and vertical alignment workshops and meetings were held with local municipalities as well as sector departments. Public participation was undertaken in the form of Izimbizos and advertisement in the local newspaper.

9

UMGUNGUNDLOVU DISTRICT AT A GLANCE

The uMgungundlovu District is located within the KwaZulu Natal Midlands Collectively Umgungundlovu accounts for approximately 9 190 km2 of land area with an estimated population of 927 846. The study area represents a diverse range of settlement including major urban centres, secondary and local centres as well as semi-rural and rural residential settlement. Consequently a diverse range of development needs exists across the district. Within the boundaries of the district there are 7 Local Municipalities, being

• Msunduzi with its administrative seat in Pietermaritzburg; • Mkhambathini with its administrative seat in Camperdown; • Richmond with its administrative seat in Richmond; • uMgeni with its administrative seat in Howick and Hilton; • Impendle with its administrative seat in Impendle; • Mooi Mpofana with its administrative seat in Mooi River and • uMshwati with its administrative seat in New Hanover • District Management Area KZDMA22.

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SECTION B SITUATIONAL ANALYSIS

11

POPULATION AND HOUSEHOLD DISTRIBUTION

Table1: Population Distribution and Households in the District and Province Munic Code Name Population Population as % of

District Population as % of

Province

KZ221 uMshwathi 108037 11.64% 1.15%

KZ222 uMngeni 73896 7.96% 0.78%

KZ223 Mooi Mpofana 36819 3.97% 0.39%

KZ224 Impendle 33569 3.62% 0.36%

KZ225 Msunduzi 553223 59.62% 5.87%

KZ226 Mkhambathini 59067 6.37% 0.63%

KZN227 Richmond 63222 6.81% 0.67%

DC22 UMgungundlovu 927845 100% 9.84%

Figure 1: Comparison of Population Distribution in 1996 and 2001

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813.1

3.82.87.1

5.3

59.7

811.6

3.63.9 6.86.3

59.6

0

10

20

30

40

50

60

70

uMsh

wat

hi

UM

ngen

i

Mpo

fana

Impe

ndle

Msu

nduz

i

Mkh

amba

thin

i

Ric

hmon

d

1996

2001

Msunduzi is the most populated municipality in the uMgungundlovu District Municipality jurisdiction contributing 59.62% of the district’s population and contributing 6.25% of the Provincial Households. Mkhambathini and Richmond contribute to the Provincial Households by a mere 1.2% combined. Impendle is contributing the least number of Households in the Province with only 0.35%. uMshwathi is a predominantly rural municipality with 81% of its households situated in rural areas, contributing to over a fifth of the district’s rural households and 2% of the province’s rural households. However Impendle and Mkhambathini are the most rural municipalities in the district with only 1% and 2% urban households, respectively.The predominantly rural municipalities such as Impendle, Richmond and Umshwathi experienced negative population growth during this period. This could be attributed to a range of factors including migration of people to urban areas in search of employment opportunities and better access to basic services and public facilities.

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YOR K

BY RNE

EST ON

DAR GLE

LOTENI

GOMANE

NZI N GA

BOS TON

KA MB ERG

ROS ETT A

TW EE DI E

CR AMON D

KA ME NS I

FOXH IL L

ND ALEN I

RI ETV LEI

THE N DE LE

HI GH MOOR

BA LGOW AN

MPOL WENI

FAW NLE AS

ED END AL E

COL EFOR D

HOP EW E LL

MID DEL RU S

LID GET TON

NOODS BE RG

ELA ND S K OP

MK HO ND E NI

GOOD H OPE

WI NDY H I LL

SCH ROE DERS

CI B ELI CHLE

MAS H INGEN I

THORN V ILLE

BI SHOP TOW E

MID -ILL OVU

MOUN T ALIDA

LION S R IV ER

MOUN T E LIA S

HE LLA HEL LA

BAYNE SFI ELD

JOUB E RTS VL EI

TUN GA 'S H ILL

ALB ERT FA LLS

OTTO'S B LU FF

TAY LOR'S H ALT

CL AN SYND IC ATE

MORTON 'S DRI FT

HAR DE N HEI GH TS

TAB LE MO UN TA IN

FO RT NOTT IN GH AM

HI LD CO TE S TAT ION

AP PEL SB OSCH MI SS ION

SWA YIM AN E

GCUM ISA T .A.

EM BO -T IM UNI

NXAMAL ALA T.A.

INADI I T. A.

VU MAKW EN ZA

MAF UNZ E T .A.

MANYAVU T .A.

MPUM UZ A IIT .A.

NTANZ I T .A.

MT HUL INI T .A.

MP UM UZ A IT .A.

VU MIN DABA T .A.

MAPUM UL O T .A.

INADI II T .A.

ESI PAH LENI T.A.

MAPUM UL O T .A.

MASIHAM BIS ANE T .A.

BASOT HO T . A.

NXAMAL ALA T.A.

XI MBA T.A.

INADI T .A.

ISIMAH LA T .A.

UMACAL A-G W AL A T. A.

NX AMAL ALA T.A.

INADI T .A.

INADI I II T .A.

Cool Air

New Hanover

Pitermaritzburg

Richmond

Impendle

Howick

Hilton

Ashburton

Wartburg

Mooi River

RosettaDalton

Camperdown

KZ221

KZ223

KZ222

KZ227

KZ224

KZ226

KZ225

KZDMA22

Mpofana

uMngeni

Impendle

Richmond

Msunduzi

uMshw athi

Mkhambathini

N

EW

S

uMgungundlovu

D istr ict Municipality

242 La nga libalel e Stree tP O Box 32 35Pietermar itzburg3200

Te l : (0 33) 89 7 67 96

E-M ail : khave e@ umdm.gov.za

Populatio n Density

REVISIO N

DATE

SCALE

1:700000

01/10/2007

Sma ll Towns, Vil lages & Se ttl emen ts%

Main Access Roa ds

Road N etwork

Municipal B oundarie s

Sett lem ents

Majo r Dams

Urban Cen tres

Tr iba l Au th ori ti es

Munic ipality by Population D ensity/Square K ilometre

KZ22 1 - 68

KZ22 2 - 44

KZ22 3 -1 5

KZ22 4 - 38

KZ22 5 - 80 8

KZ22 6 - 49

KZ22 7 -5 1

KZDMA2 2 - 3

LEGEND

Map 2: Population Density in the District

14

Table 2: Distribution of Households

Municipality No. of Households

Households as % of District

Households as % of

Province

No. of Rural Households

Rural hh as % of District

Rural hh as % of

Province

No. of Urban

Households

Urban hh District

Urban hh as % of

Province

UMgungundlovu 216646 100% 10.38% 89949 100% 9.32% 126707 100% 11.30%

UMshwathi 23737 10.96% 1.14% 19261 21.41% 2.00% 4475 3.53% 0.40%

uMngeni 20487 9.46% 0.98% 8470 9.42% 0.88% 12016 9.48% 1.07%

Mooi Mpofana 9597 4.43% 0.46% 5561 6.18% 0.58% 4035 3.18% 0.36%

Impendle 7344 3.39% 0.35% 7269 8.08% 0.75% 74 0.06% 0.01%

Msunduzi 130387 60.18% 6.25% 27467 30.54% 2.85% 102930 81.23% 9.18%

Mkhambathini 12551 5.79% 0.60% 12322 13.70% 1.28% 230 0.18% 0. 02%

Richmond 12533 5.79% 0.60% 9589 10.66% 0.99% 2947 2.33% 0.26%

(Source: DC22 Capacity Assessment Report on Municipal Functions – MDB 2006/07)

Table 3: Number of Persons per Household

Size of the Household (Number of

persons) Impendle Mkhambathini Mpofana Msunduzi Richmond uMngeni uMshwathi District

1 7.27% 2.41% 4.12% 3.23% 5.38% 3.92% 4.46% 4.40%

2 7.88% 6.63% 6.47% 10.22% 11.15% 8.93% 7.20% 8.36%

3 7.88% 6.02% 13.53% 15.75% 8.85% 12.54% 14.58% 11.31%

4 21.21% 14.16% 19.41% 22.90% 16.54% 17.24% 19.21% 18.67%

5 12.73% 10.84% 17.65% 17.68% 16.15% 19.44% 17.32% 15.97%

6 9.70% 8.73% 10.00% 9.60% 10.38% 12.23% 10.46% 10.16%

7 9.70% 10.84% 6.47% 6.36% 12.31% 8.93% 7.38% 8.86%

8 7.27% 6.93% 4.71% 4.28% 5.77% 5.49% 4.46% 5.56%

>9 16.36% 33.43% 17.65% 9.96% 13.46% 11.29% 14.92% 16.73% Source: Final LED Assessment Report UMDM – November 2006

15

Table above indicates that the mode for a number of persons in a UMDM household is 4. That means that generally, UMDM households have 4

members. Exceptions are however recorded for uMngeni at 5 persons per household and Mkhambathini at over 9 persons per household.

1.2.2 GENDER AND AGE DISTRIBUTION

Figure 2: Age Distribution

9%

12%

11%

11%10%9%

7%

7%

5%

5%4% 3% 2% 5%

0-4

5-9

10-14

15-19

20-24

25-29

30-34

35-39

40-44

45-49

50-54

55-59

60-64

65-above

Source: MDB 2006

Quality of life survey conducted by the district in 2006 confirms the 2001 census data which indicates that 69% of the total population is below 34 years of age with the majority being within a school going age (5 to 24 years of age). There has been no remarkable change in population structure between 2001 and 2005. A generally low representation of the children reflects the impact of family planning measures and is consistent with the increase in the number of small families. On the other,

This This This This sounds asounds asounds asounds as as as as a bell of warning about the impact of HIV and bell of warning about the impact of HIV and bell of warning about the impact of HIV and bell of warning about the impact of HIV and AIDS. It could be interpreted to mean that there are less babies AIDS. It could be interpreted to mean that there are less babies AIDS. It could be interpreted to mean that there are less babies AIDS. It could be interpreted to mean that there are less babies born or thaborn or thaborn or thaborn or that survive. This should be investigated further. survive. This should be investigated further. survive. This should be investigated further. survive. This should be investigated further.

16

Figure 3 : Gender

2.77 3.84

1.5 1.62

2.91 3.36

2.18 2.62

2.29 2.58

3.36 3.41

1.73 2.14

0% 20% 40% 60% 80% 100%

Umshwati

Umngeni

Mooi Mpofana

Impendle

Msunduzi

Mkhambathini

Richmond

Males

Females

Source: uMgungundlovu Quality of Life Survey: October 2006

In all LMs, the average number of females per household exceeded the average number of males. The greatest difference occurred in Umshwathi (2.77 males compared to 3.84 females) and the smallest in Umngeni (1.5 versus 1.62). This indicates the importance of women and gender issues in development planning and service delivery programs.

17

Table 4 & 5: Age-Gender Distribution

MALE Umshwathi Umngeni Mpofana Impendle Msunduzi Mkhambathini

Richmond Total

<1 3.8 0.9 3.9 1.7 1.7 2.0 13.7 3.7

1-5 9.7 2.8 9.9 9.1 9.0 9.9 6.8 8.7

6-10 15.3 11.5 13.2 12.9 10.7 10.9 5.6 11.9

11-17 22.4 12.9 17.3 15.4 12.0 16.0 7.2 15.6

18-24 12.2 11.5 17.6 14.3 15.4 17.8 12.2 14.9

25-34 12.8 22.8 12.2 18.4 21.7 15.1 12.8 16.0

49 11.6 22.1 14.4 14.0 18.0 14.7 22.2 15.8

50-65 7.2 11.7 8.8 9.7 7.2 11.5 12.8 9.5

>65 4.9 3.8 2.7 4.4 4.4 2.3 6.6 4.0

Total 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

FEMALE Umshwathi Umngeni Mpofana Impendle Msunduzi Mkhambathini Richmond Total

<1 2.6 2.3 2.9 1.7 7.6 2.7 11.5 4.1

1-5 9.5 6.5 10.4 6.8 6.4 7.0 4.2 7.7

6-10 11.8 6.5 11.0 9.2 7.4 9.9 6.9 9.6

11-17 12.7 28.9 15.8 15.7 11.6 17.0 8.9 15.0

18-24 21.2 12.6 14.7 15.2 14.4 17.7 13.6 16.4

25-34 14.3 11.0 15.5 19.7 15.7 16.5 15.2 15.7

35-49 14.6 17.5 17.8 14.1 21.6 18.9 19.3 17.5

50-65 6.1 9.1 7.9 11.2 8.5 6.8 12.9 8.4

>65 7.3 5.6 4.0 6.4 6.7 3.3 7.5 5.7

In relation to the economically most active age categories of 25-34 and 35-49, there were higher concentrations in Msunduzi than elsewhere. Additionally, Impendle had more 25-34 year olds. In relation to the older economically active category (50-65) as well as the oldest group (65+), Richmond emerged with the highest concentrations. District population is balanced in terms of age structure.

18

Figure 4: Proportions of males and females

4.1 3.7

7.7 8.7

9.6 11.9

15 15.6

16.4 14.9

15.7 16

17.5 15.8

8.4 9.5

5.7 4

0 5 10 15 20 25 30 35

<1

1-5

6-10

11-17

18-24

25-34

49

50-65

>65

FEMALE

MALE

Source: uMgungundlovu Quality of Life Survey: October 2006

The proportion of babies aged less than one year was much higher in Richmond than elsewhere. In contrast, the proportion of all children aged 5 years or less was much lower in uMngeni than elsewhere. Richmond also had a lower concentration of people in the 6-10 and 11-17 year categories than was the case in the other six LMs, while 11-17 year old females were disproportionately present in uMngeni. Could this be indicative of a selective rate of decline in fertility? Research into this is recommended.

19

HOUSING AND LAND TENURE IN THE DISTRICT

Housing

Table 6: Housing Tenure by LM

Umshwathi

Umngeni

Mooi Mpofana

Impendle

Msunduz

Mkhambathini

Richmond

Total

Owner 86,4% 98,3% 84,0% 95,2% 86,5% 97,8% 81,9% 90,3%

Tenant 6,0% 1,7% 8,3% 0,3% 9,7% 0,0% 1,6% 4,1% Other tenure 7,6% 0,0% 7,7% 4,5% 3,8% 2,2% 16,5% 5,6%

Total 100,0% 100,0 100,0% 100,0% 100,0% 100,0% 100,0% 100,0 UMDM: Quality of Life and Client Satisfaction Survey – October 2006

The vast majority (90%) own their homes, with just 4% tenants and 6% are neither owners nor tenants of the dwelling in which they live. Home ownership range from 98% in Umngeni to 82% in Richmond.

20

Figure 7: Dwelling Types by Local Municipality

1

76

24

0

53

11

48

30

59

3

62

10

22

67

48

20

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Umshwati Umngeni Mooi Mpofana Impendle Msunduzi Mkhambathini Richmond Total

Other

Traditional dwelling

Backyard shack

Shack

Backyard room

Room/flatlet

Retiremenmt unit

Cluster

Flat

Formal house

Table 7:Dwelling Type by LM

Umshwathi Umngeni Mooi Mpofana Impendle Msunduzi Mkhambathini Richmond Total

Traditional dwelling 58,5 2,8 62,0 96,6 22,2 66,9 19,6 48,4

Formal house 1,4 75,8 24,0 2,1 52,6 11,0 48,1 29,7

Shack in settlement 6,2 3,9 0,3 6,7 7,3 17,5 5,2

Room/ flatlet 12,7 4,8 2,4 4,3 0,3 0,5 4,0

Backyard room 10,8 4,2 6,7 2,6 3,7

Cluster 3,0 14,8 0,3 2,4 3,2

Backyard shack 4,3 1,4 1,5 1,8 0,6 1,1 1,6

Flat 0,8 1,8 1,5 9,5 1,4

Retirement unit 2,2 0,3 1,1 0,5

Other 0,9 1,8 13,9 2,4

Total in % 100,0 100,0 100,0 100,0 100,0 100,0 100,0 100,0

21

There are two predominant dwelling types in the District Municipality, namely traditional dwellings (48%) and formal houses (30%). Traditional

dwellings reflect the rural nature of the district. There are also sizeable proportions living in shack settlements (5%), rooms or flat lets (4%),

backyard rooms (4%) and cluster units (3%). By local municipality, traditional dwellings are the most common form of housing in Impendle (97%),

Mkhambathini (67%), Mooi Mpofana (62%) and Umshwathi (59%). Formal houses are most common in Umngeni (76%), Msunduzi (53%) and

Richmond (48%). The highest incidence of shack settlements is in Richmond (18%).

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Cr aigie Bur n

Bl i nk w ater

Hi gh mo o r Natu re Reser ve

Ka rk lo of

Ka mb erg N atu reReser ve

Al b ert s Fa ll s

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TW EE DI E HA LL

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CL U N Y PA R K

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WI N TER H O EK

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PR O U DF O O T

BE R G V LE ET

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STA NG ER H O E K

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WO O DL AN D S

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KI LLA RN E Y

BU C K AN

RI E T SP R UI T

FORDOUN

STAGS

MOUNT WEST

KAMBERG

INHLUZANI

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BRACO

ALLENDALE

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MAXWELL

STOCKTON

MOUNT DESIRE

COLLEGIATE

LOT 53

MACPHAIL

KRUISFONTEIN

LOVO DALE

GUILFORD

SHANDON

WESTON TRAINING SCHOOL

MANOR FARM

MOUNT VICTORIA

PETRUS STROOM

PAARDE KRAAL

GEELHOUT BOOM

BROADMOOR

ALLEMANS DRIFT

SWEETHOME

STRATHFIELDSAYE

DELECTABLE DALE

HEBRONDARGLE

HOPEDALE

WOODSTOCK

WILDE ALS SPRUIT

VLAK PLAATS

SPITZE KOP

LEEUW BOSCH

BELVIDERE

HALLIWELL

FIELDEN

SHAWLANDS

RENSBURG

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CLEVELAND

WATERVAL

LANGEOPDRAVENDE

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ARLINGTON

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O n g o in g L an d R e fo rm , R e s ti tu ti o n , La b o u r T en an t s & H o u s i n g P ro je c ts

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1 :7 0 0 0 0 0

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S e tt le d R e st i tu t ion

S e tt le m e n t La n d A c qu is it io n

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N a t u re C o n s e rv a t io n A r e as

U r b a n C e n tr es

T riba l Au t h o r itie s

L E G E N D

01/10/2007

242 Langalibalele StreetP O Box 3235Pietermaritzburg

3200

Tel : (033) 897 6796

Map 3: Land Reform and Land Restitution

23

Implications Implications Implications Implications

The districtThe districtThe districtThe district is a generally rural area with a high representation of traditional settlements. is a generally rural area with a high representation of traditional settlements. is a generally rural area with a high representation of traditional settlements. is a generally rural area with a high representation of traditional settlements.

They account for about 30% of the total district area, yet they accommodate the They account for about 30% of the total district area, yet they accommodate the They account for about 30% of the total district area, yet they accommodate the They account for about 30% of the total district area, yet they accommodate the

majority of the population. Rural housing program should be intensified in areas such majority of the population. Rural housing program should be intensified in areas such majority of the population. Rural housing program should be intensified in areas such majority of the population. Rural housing program should be intensified in areas such

as Impenas Impenas Impenas Impendle and Mkhambathini. dle and Mkhambathini. dle and Mkhambathini. dle and Mkhambathini.

Slums clearance programs should be prioritized in more urban municipalities, particularly Slums clearance programs should be prioritized in more urban municipalities, particularly Slums clearance programs should be prioritized in more urban municipalities, particularly Slums clearance programs should be prioritized in more urban municipalities, particularly

The Msunduzi Municipality. Consideration should also be given to site and service The Msunduzi Municipality. Consideration should also be given to site and service The Msunduzi Municipality. Consideration should also be given to site and service The Msunduzi Municipality. Consideration should also be given to site and service

schemes to address housing needs arising from urbanization. schemes to address housing needs arising from urbanization. schemes to address housing needs arising from urbanization. schemes to address housing needs arising from urbanization.

Security of tenure particularly in the commercial farmlands in respect of the labour tenants Security of tenure particularly in the commercial farmlands in respect of the labour tenants Security of tenure particularly in the commercial farmlands in respect of the labour tenants Security of tenure particularly in the commercial farmlands in respect of the labour tenants

and the occupiers should be promoted. and the occupiers should be promoted. and the occupiers should be promoted. and the occupiers should be promoted.

Urban land reform should also be prioritized so as to upgrade the tenure rights ofUrban land reform should also be prioritized so as to upgrade the tenure rights ofUrban land reform should also be prioritized so as to upgrade the tenure rights ofUrban land reform should also be prioritized so as to upgrade the tenure rights of people people people people holding inferior tenure rights as holding inferior tenure rights as holding inferior tenure rights as holding inferior tenure rights as a result of the apartheid past.a result of the apartheid past.a result of the apartheid past.a result of the apartheid past.

24

B3.1.2 HEALTH Table 8:Mortality / Births / Infant mortality

Mortality 9786 deaths in hospital within the District

Birth 17117

Infant Mortality 1.40%

Source: Health Department:: November 2006

B3.1.3 DISABILITY Table 9: Indicating Disability by local municipality

Richmond

uMshwathi

uMngeni

Mpofana

Impendle

Msunduzi

Mkhambathini

uMgungundlovu

Sight 3.82% 0.36% 2.09% 1.17% 3.07% 2.12% 0.00% 12.63% Hearing 2.29% 1.42% 2.09% 1.17% 3.07% 1.81% 0.68% 12.53% Communication 0.76% 0.53% 0.38% 1.17% 4.29% 1.50% 4.73%

13.36% Physical 8.02% 1.60% 5.13% 2.92% 10.43% 4.82% 7.09% 40.01% Intellectual 0.76% 0.36% 1.14% 0.00% 0.00% 2.28% 1.69% 6.23% Emotional 0.38% 1.07% 0.95% 0.58% 0.00% 0.41% 0.00% 3.39% Multiple 0.00% 0.00% 0.19% 0.00% 0.61% 0.73% 3.72% 5.25%

Source: LED Assessment Report UMDM – November 2006 There are very few people with disabilities in the region. The majority of the labour force is thus able to work.

25

B3.1.4 HIV/AIDS

It is estimated that the 36.2% of KwaZulu-Natal’s population is HIV positive. It can be assumed that uMgungundlovu will also experience the impact of the disease socially, economically and in development planning. The likely effect of HIV/AIDS on social systems are: � Poorer households are more vulnerable and the epidemic is likely to deepen poverty and compromise upward mobility;

� Changing demand for housing, education and other community facilities;

� A greater demand for health care facilities; and

� A greater demand for financial support for orphans.

The likely effect of HIV/AIDS on the economic systems are: � A shift from savings to current expenditure, thus limiting fixed investment and economic growth;

� Possibility of “technological deepening” of the economy as a result of higher absenteeism rates;

� Withdrawal of healthy workers to care for affected family members;

� Further erosion of household savings and skills shortage; and

� Increased spending on pharmaceuticals and funerals.

B3.1.5 EDUCATION

1.8.1 EDUCATION STATISTICS IN KWAZULU-NATAL IN 2004

The statistics indicates a very serious concern in that very few learners progress to post-school educational institutions in the province.

Educational and skills levels will thus continue to be a growth constraint.

26

Table 10: Public Schools

Learners, Educators &

Institutions

Public Schools

Primary Schools Secondary

Schools

Combined

Schools

Total (Public)

Learners 1,607,435 891,790 172,470 2,671,695

Institutions 3,831 1,489 373 5,693

Table 11:Independent Schools

Learners, Educators &

Institutions

Independent Schools

Primary Schools Secondary

Schools

Combined

Schools

Total (Independent)

Learners 10,334 9,133 27,014 46,481

Institutions 54 33 85 172

27

Table 12: Other Education Programmes

Learners,

Educators &

Institutions

Other Education Programmes

ABET ELSEN Public FET Pre-primary/

ECD

Public HE Total (Other)

Learners 12,002 10,578 65,073 25,342 87,527 200,522

Institutions 139 62 9 471 4 685

UKZN:2007

28

Table 13:Indicating Level of Education by Local Municipalities

Education (Number of

persons) Impendle

Mkhambatini

Mpofana

Msunduzi

Richmond

uMngeni

uMswathi

District

None 14.96% 22.73% 8.24% 9.06% 14.04% 21.08% 13.37% 14.78%

1st/ 2nd School year 1.57% 2.07% 0.59% 1.13% 0.88% 2.41% 2.07% 1.53%

Std1/ grade3 1.57% 2.48% 2.35% 1.94% 1.75% 2.01% 1.51% 1.95%

Std2/ grade4 1.57% 4.13% 3.53% 2.27% 1.32% 3.01% 2.82% 2.66%

Std 3/ grade 5 4.72% 2.48% 4.12% 3.61% 3.07% 4.62% 5.27% 3.99%

Std 4/ grade 6 3.94% 4.96% 1.76% 1.24% 4.39% 4.62% 3.95% 3.55%

Std 5/ grade 7 4.72% 2.48% 9.41% 6.26% 12.28% 14.26% 10.17% 8.51%

Std 6/ grade 8 3.15% 6.61% 4.12% 6.58% 5.70% 8.03% 5.27% 5.64%

Std 7/ grade 9 6.30% 0.41% 6.47% 4.91% 6.58% 7.63% 6.59% 5.56%

Std 8/ grade 10 4.72% 10.74% 10.00% 10.03% 7.46% 10.04% 9.42% 8.92%

Std 9/ grade 11 8.66% 7.85% 17.65% 9.33% 6.58% 4.22% 15.44% 9.96% Std 10/ grade

12 30.71% 27.69% 27.06% 30.04% 18.42% 14.26% 19.02% 23.89%

Post-matric dip 2.36% 2.07% 3.53% 11.11% 10.96% 2.41% 4.52% 5.28% Technikon

Degree 5.51% 0.41% 1.18% 0.65% 3.07% 0.60% 0.56% 1.71% University

Degree 5.51% 2.89% 0.00% 0.92% 2.63% 0.60% 0.00% 1.79%

Other 0.00% 0.00% 0.00% 0.92% 0.88% 0.20% 0.00% 0.28%

Source: LED Assessment Report UMDM – November 2006 According to Table above, Mkhambathini has the highest rate of persons with “none” education (i.e. people with no education at all) at 22.73%,

followed by uMngeni at 21.08%. Mpofana, on the other hand had the lowest is Mpofana at 8.24%, Msunduzi following at 9.06% the UMDM

aggregate was 14.78 % “none”. Whilst Impendle had the highest number of people with a standard 10 or grade 12 at 30.71%, followed by

Msunduzi at 30.04%, uMngeni had the lowest at 14.26, and Richmond at 18.42%. the UMDM aggregate was 23.89%. On the post standard 10

qualifications – (listed as post-matric diploma, technikon degree, university degree and other)

29

The key issue in regards to education is the congestion of classrooms implying the need to construct more classrooms rather than more schools, improving services such as sanitation and water and the quality of education. Libraries and study centres are of key importance to a functioning education system. At presents this type of facility is located in the “major” urban areas (old TLCs) of the District, with limited provision for the vast rural population. A policy is required to ensure that such facilities are available to specifically the rural learners who often do not have appropriate facilities for studying and research. A further issue relating to education to be noted is the lack of appropriate, work orientated subjects being offered. The need to prepare pupils for their entry into the labour market is therefore not addressed.

1.12.1 Fire Services in the District There are six fire stations within the jurisdiction of the uMgungundlovu District Municipality. Table 14: Mooi River Fire Station which covers the following areas: DESCRIPTION RESPONSE TIME Balgowan (Boundary with Estcourt) ± 20 minutes Hidcote ± 10 minutes Middelrus – Rural area ± 1 hour Tetronet High Risk ± 10 minutes Bruntville ± 5 minutes Mooi River Textiles (High Risk) ± 5 minutes Giants Castle – Rural area ± 1 hour Kamberg – Rural area ± 1 hour Rosetta - village ± 15 minutes Nottingham Road - village ± 20 minutes LPG Storage area in Nottingham Road – High Risk

± 20 minutes

Fort Nottingham - village ± 30 minutes Dargle - village ± 40 minutes Mount West – village ± 15 minutes Craigieburn Dam - village ± 1 hour Available fire engine Toyota Landcruiser Required type of fire engines - 1 major pumper

30

1 water tanker 1 land cruiser Table 15: uMshwathi fire Station which covers the following areas: DESCRIPTION RESPONSE TIME Appelsbosch - village ± 50 minutes Union co-operation – high risk factory ± 12 minutes Noordsburg Sugar Mill- high risk ± 20 minutes Seven Oaks Pine factory – high risk ± 25 minutes E & C Charcoal – between Dalton and Seven Oaks – high risk

± 20 minutes

Eskom Power Plant (Mpolweni) ± 15 minutes Holly brothers Creosote factory – high risk (between Wartburg and Bruyns Hill)

± 25 minutes

Schroders Pine factory – high risk (between New Hanover and Wartburg)

± 10 minutes

Ashton Sawmill – high risk (between New Hanover and Seven Oaks)

± 15 minutes

Swayimane – rural area ± 30 minutes Wartburg – town ± 15minutes Bruyans Hill - rural ± 20 minutes Dalton – town ± 15 minutes Harburg – town ± 20 minutes Noordsburg – village ± 20 minutes Mpolweni – rural ± 15 minutes Cramond – village/rural ± 25 minutes Seven Oaks ± 20 minutes Rietvlei /rural ± 25 minutes Table mountain - village ± 30 minutes Creosote factory in Cramond ± 20 minutes Available fire engine Toyota Landcruiser Required type of fire engines - 1 major pumper, 1 water tanker, 1 land cruiser

31

High Risk Areas

• Union co-operation and the response time is ± 12 minutes from the fire station • Noordburg sugar mill Response time from the fire station ± 20 minutes • Seven Oaks Pine factory Response time from the fire station ± 25 minutes • E and C Charcoal Response time from the fire station ± 20 minutes • Eskom Power Plant Response time from the fire station ± 15 minutes • Holly Brother factory Response time from the fire station ± 20 minutes • Schroders Pine factory Response time from the fire station ± 25 minutes • Ashwton sawmill Response time from the fire station ± 15 minutes • Appelsbotch Hospital Response time from the fire station ± 55 minutes Table 16: Impendle fire Station which covers the following areas: DESCRIPTION RESPONSE TIME Gomane – 5 km ± 15 min Shnabamkhosi – 2 km ± 5 min Novuka – 5km ± 15 min Khetha – 6 km ± 15 min Madithini - 12 km ± 20 min Inzinga – 19km ± 25 min Nguga - 27 km ± 40 min Makhuzeni – 25 km ± 40 min Swamp – 18 km ± 35 min Howick – 64 km ± 45 min Elanskop - 32 km ± 29 min Boston – 20 km ± 24 min Willow – 2km ± 5 min Loteni - 55 km ± 1 hour 35 min Stoffle Town - 40 km ± 1 hour Mbaniliyezwe - 16 km ± 25 min Dargle - 25 km ± 40 min Mackesm - 10 km ± 20 min

32

Available fire engine Toyota Landcruiser Required type of fire engines - 1 major pumper 1 water tanker 1 land cruiser Table 17: Howick Fire Station which covers the following areas: DESCRIPTION RESPONSE TIME Hilton -15 km ± 20 min Mpophomeni - 15km ± 20 min Kwa-Haza - 25 km ± 35 min Impendle - 64 km 1 hour ± 30 min Karkloof - 15 km ± 20 min Curry Post -25 km ± 35 min Balgowan – 45 km 1 hour Nottingham Road - 65 km 1 hour ± 30 min Sweetwaters - 30 km ± 40 min Lion Rivers - 25 km ± 40 min Howick West - 12 km ± 17 min Merrival - 15 km ± 20 min Dargle - 20 km ± 35 min Elandskop - 45 km ± 1 hour Mafakthini – 35 km ± 40 min Cedara - 12 km ± 20 min Available fire engine Toyota Landcruiser Required type of fire engines - 1 major pumper 1 water tanker 1 land cruiser High Risk Areas BTR Rubber factory Old Age Home Pertonet

33

Timber factory Hospitals N3 Highways Schools Residential Areas Colleges Farms/ Forrestry Table 18: Ashburton fire Station which covers the following areas: DESCRIPTION RESPONSE TIME Lynfield Park - 2 km ± 6 min Umlass Road – 4 km ± 8 min Camperdown – 6 km ± 11 min Eston Garage – 15 min ± 25 min Mid Illovo – 17 km ± 30 min Available fire engine Toyota Landcruiser Required type of fire engines - 1 major pumper 1 water tanker 1 land cruiser High Risk Areas Camperdown – garage, shopping centre, residential, chicken farms, schools and agriculture Umlaas Road – Industrial, garage, shops, residential, agriculture Eston – Garage, agriculture, sugar mill, game reserve, chicken farms Lyn Field Park – residential, game reserve, lion park, school

34

Table 19: Richmond fire Station which covers the following areas:

DESCRIPTION RESPONSE TIME Burnton - 12 km ± 9 min Umkomaas - 20.7 km ± 15 min Hopewell – 28 km ± 20 min Hopewell – 28 km ± 20 min Inslazuka – 10.7 km ± 7 min Eston - 6 km ± 4 min Available fire engine Toyota Landcruiser Required type of fire engines - 1 major pumper 1 water tanker 1 land cruiser High Risk Areas Pilsons Garage Engen Garage Shell Garage Andersons Garage and Transport Natal Forest Products 3 x plank factory Residential (formal) and informal Supermarket and small shops Eskom sub stations Calls attended in any given month Average ± 100 calls that includes the following catorgries: vegetation and rubbish fires dwelling / houses motor vehicle accidents miscellaneous calls eg. mountain rescue

35

Disaster Management in the District

STATUS QUO CHALLENGES

1. Disaster Management Plan: Disaster Risk Assessment (KPA 2)

• Draft template risk as guidelines send to the local municipalities

Local municipalities have employed Disaster Management coordinators that need training and National Disaster Management Framework that will enable them to developed their own Local Disaster Management Plans

2. Public Awareness Education: Disaster Risk Reduction (KPA 3)

• Trained 800 communities members on public safety - First Aid - Fire Fighting - Social Crime - Road Safety Basic Disaster Management

The District is in a process of purchasing the Emergency Satellite containers for Local Municipalities to develop a pilot project. The containers will be utilized by the volunteers trained to mobilize disaster management functions.

3. Response and Recovery ( KPA 4)

(i) Disaster Management Tools budgeted at R616 000.00 to purchase i.e. sponges, mattresses, blankets, tents, generators and emergency lamps

(ii) Emergency response to affected communities in progress through available resources as mentioned above to respond to constant risks such as fire, floods, snow, hailstorm and evictions.

Lack of sustainable programs in form of liaising with organs of state such as Education Department, Housing Department, Health Department and Social Development Department. Education Department - school emergency plan

- Poor school infrastructure - Substance abuse

Housing Department

- Social Housing and Emergency Housing

Health Department - Development of (ORT) outbreak response team to

coordinate communicable disease management i.e. cholera

36

Social Development Social Welfare in community i.e. job creation and poverty alleviation

ISSUES Installation of two way radios Installation of the backup generator Connection of the software Employment of qualified staff members for key positions Fully fledged disaster centre that incorporates fire and water services Soft wares to cater for fire and water services Training of newly employed staff members and retraining of old staff members Training of community structures e.g. Policing Forums. Ward Committees, Community Development Workers

37

Implications Implications Implications Implications

Generally, affordability level is too low with the most affected municipalities being Generally, affordability level is too low with the most affected municipalities being Generally, affordability level is too low with the most affected municipalities being Generally, affordability level is too low with the most affected municipalities being

Mooi Mpofana, Richmond and Mkhambathini. Mooi Mpofana, Richmond and Mkhambathini. Mooi Mpofana, Richmond and Mkhambathini. Mooi Mpofana, Richmond and Mkhambathini.

Household food security is emerging as one of the critical issues that require Household food security is emerging as one of the critical issues that require Household food security is emerging as one of the critical issues that require Household food security is emerging as one of the critical issues that require

imimimimmediate attention. This could be in the form of food parcels, but more mediate attention. This could be in the form of food parcels, but more mediate attention. This could be in the form of food parcels, but more mediate attention. This could be in the form of food parcels, but more

sustainable programs should be developed. sustainable programs should be developed. sustainable programs should be developed. sustainable programs should be developed.

Free Basic Education should be promoted as a means to assist a relatively high Free Basic Education should be promoted as a means to assist a relatively high Free Basic Education should be promoted as a means to assist a relatively high Free Basic Education should be promoted as a means to assist a relatively high

number of households that cannot afford to send their children number of households that cannot afford to send their children number of households that cannot afford to send their children number of households that cannot afford to send their children to school. to school. to school. to school.

Otherwise, there is a danger of illiteracy reproducing itself.Otherwise, there is a danger of illiteracy reproducing itself.Otherwise, there is a danger of illiteracy reproducing itself.Otherwise, there is a danger of illiteracy reproducing itself.

There is a need to improved access to primary health care in line with the policy and There is a need to improved access to primary health care in line with the policy and There is a need to improved access to primary health care in line with the policy and There is a need to improved access to primary health care in line with the policy and

standards set by the Department of Health. standards set by the Department of Health. standards set by the Department of Health. standards set by the Department of Health.

Housing delivery should be intensified, as a relativHousing delivery should be intensified, as a relativHousing delivery should be intensified, as a relativHousing delivery should be intensified, as a relatively large number of households ely large number of households ely large number of households ely large number of households

cannot afford their own housing. This should be done proactively so as to cannot afford their own housing. This should be done proactively so as to cannot afford their own housing. This should be done proactively so as to cannot afford their own housing. This should be done proactively so as to

prevent the emergence of informal settlements. prevent the emergence of informal settlements. prevent the emergence of informal settlements. prevent the emergence of informal settlements.

Programs for the provision of free basic services suchPrograms for the provision of free basic services suchPrograms for the provision of free basic services suchPrograms for the provision of free basic services such as water and electricity as water and electricity as water and electricity as water and electricity

should be intensified sshould be intensified sshould be intensified sshould be intensified so as to improve access to these services. o as to improve access to these services. o as to improve access to these services. o as to improve access to these services.

38

ECONOMIC DEVELOPMENT Table 20: District in Context of the Province, Socio Economic Conditions

2004 Province uMgungundlovu

Expressed as a % of Province

Population Size 9,843,947 990,795 10.07

Per Annum Population Growth Rate (1996 – 2004)

1.49 1.57

Total Number of Households 2,281,752 248,693 10.90

Human Development Index 0.57 0.59

Gini Coefficient 0.65 0.62

Number of People in Poverty 5,315,493 506,909 9.54

Percentage of People in Poverty 54.0% 51.2%

Poverty gap (R million) 8,819 843

Number of People Living with Less than $1 per day

1,189,284 89,782 7.55

Education, Number of People with No Schooling 652,567 52,123 7.99

Education, Number of People with Matric Only 1,315,660 149,775 11.38

Education, Number of People with Matric & Diploma

168,369 22,152 13.16

Education, Number of People with Matric & Bachelors Degree

71,396 8,907 12.48

Education, Number of People with Matric & Masters Degree

12,752 2,022 15.86

Functional literacy: age 20+, completed grade 7 or higher

69.6% 75.4%

Population Density (number of people per km²) 106.52 114.30

Urbanization Rate (% of people living in urban areas)

47.5% 64.6%

Economically Active Population (EAP) 3,472,305 416,109 11.98

EAP as % of Total Population 35.3% 42.0%

Unemployment Rate (broad definition) 46.7% 47.2%

Total Employment in Agriculture 126,983 23,054 18.16

39

Table 6:District in Context of the Province, Socio Economic Conditions

2004 Province uMgungundlovu

Expressed as a % of Province

Total Employment in Mining 7,322 340 4.65

Total Employment in Manufacturing 303,568 22,922 7.55

Total Employment in Electricity 9,153 1,300 14.20

Total Employment in Construction 107,836 8,511 7.89

Total Employment in Trade 397,034 35,465 8.93

Total Employment in Transport 94,825 8,247 8.70

Total Employment in Finance 139,581 14,191 10.17

Total Employment in Community services 342,938 42,584 12.42

Total Employment in Households 134,444 16,666 12.40

Total Number of People in Formal Employment 1,663,682 173,281 10.42

Annual Total Personal Income (R million, current prices)

165,361 17,405 10.53

Annual per Capita Income (Rand, current prices)

16,798 17,567

Annual per Household Income (Rand, current prices)

72,471 69,987

Annual Total Disposable Income (R million, current prices)

147,389 15,558 10.56

Annual Expenditure (R 1000) 167,079,456 17,646,780 10.56 (Source; Global Insight)

The following is a summary of the main findings of the economic comparison as illustrated in table 5.2:

• The district contributes12% to the total remuneration generated in the province.

• The district accounts for 8% of total turnover.

• Wages in the district is higher that wages elsewhere in the province, except Ethekwini.

• The pace of job creation in the district is faster than in the province

• Prices are increasing at a faster rate that in the rest of the province

40

• Almost 50% of all additions to commercial property can be found in the district

• House prices are fairly moderate compared to prices in the rest of the province.

• The district economy is the fastest growing economy as measured by the increase in economic activity in the province.

• Residents with in the district have a greater propensity to spend/shop in comparison with residents outside the district.

• Average personal income levels are marginally higher with in the district compared to the rest of the province.

Table 21: District in Context of the Province, Socio Economic Conditions

2004 Province uMgungundlovu Expressed as a %

of Province

Remuneration (R’m, average per quarter) 19,801 2,531 12.78

Turnover (R’m, average per quarter)) 113,997 9,535 8.36

Wages per R1 of Sale (cents) 17 26 152.94 Number of Claims for Unemployment benefits (average per month) 7,562 1,289 17.04 Number of New Job Postings (Index, average per month) 118 130 110.00 Number of Building Plans Approved (average per month) 874 85 9.68 Rand Value of Building Plans Approved (average per month) 248,120,932 24,557,862 9.90 Rand Value per Building Plan Approved (average per month) 282,905 292,181 103.28 Additions to Commercial Property in m² (average per month) 3,533 1,609 45.54 Additions to Industrial Property in m² (average per month) 5,546 186 3.36 Number of Civil Cases for Debt (average per month) 12,134 1,610 13.27

CPI (%, average per month) 1.16 1.38 119.25

Food Inflation (%, average per month) 1.23 1.29 105.01 Number of New Vehicle sales (Passenger, average per month) 1,927 252 13.08

41

Number of New Vehicle sales (Commercial, average per month) 743 133 17.96

Table 22: District in Context of the Province, Socio Economic Conditions

2004 Province uMgungundlovu Expressed as a %

of Province

Live vehicle population (Heavy and light load, average per month) 133,076 30,174 22.67 Live vehicle population (Passenger and mini bus, average per month) 346,177 66,136 19.10

EPI Index (average per month) 115 189 164.95 Electricity Consumption by the Municipality (Index, average per month) 2.96 1.12 37.98 Electricity Consumption by Households (Index, average per month) 3.19 1.01 31.64 Electricity Consumption by Commercial Users (Index, average per month) 3.21 1.22 37.95

Water Consumption (average kl/d per month) 1,522,023 127,737 8.39

Retail Activity (Index, average per month) 207 400 193.38

Number of Houses Sold (average per month) 1,347 95 7.05 Average Selling Price of a Houses (average per month) 772,808 430,313 55.68 Number of Bank Teller Transactions (Index, average per month) 108 107 98.43 Number of Bank ATM Transactions (Index, average per month) 106 99 94.02 Rand Value of Bank Withdrawal Transactions (Index, average per month) 105 114 108.40

Diesel Consumption (liters, average per month) 86,393,486 12,505,444 14.47

Petrol Consumption (liters, average per month) 95,119,312 15,240,978 16.02 (Source; Coetzee)

(Index, January 2003 = 100)

42

Table 23:Provincial Budget Dynamics

Expenditure per department (R'000) April - June 2006

Current Transfers and

Subsidies Capital % of total spending

Office of the Premier 51236 16284 2323 0.88

Provincial Parliament 22445 3920 2803 0.37

Agriculture and Environmental Affairs 199009 88464 13445 3.81

Economic Development 17548 85 139 0.23

Education 3286927 266328 8725 45.12

Provincial Treasury 45683 47 805 0.59

Health 2356192 97271 177393 33.33

Housing 66281 236388 1201 3.85

Safety and Security 22804 -8 1238 0.30

The Royal Household 6435 38 1059 0.10

Traditional and Local Government Affairs 71341 2975 1309 0.96

Transport 200317 15473 283974 6.33

Welfare and Population Development 97592 65544 4405 2.12

Works 79501 801 1889 1.04

Arts. Culture and Tourism 27639 26543 807 0.70

Sport and Recreation 21030 42 519 0.27

Total 6571980 820195 502034 100.00

Spending allocation as a % of total spending 83.25 10.39 6.36

43

Table 24: Structure of the District Economy

Type As a % of Total Number of Businesses

Agriculture, Forestry, Hunting 0.52

Farming 2.73

Mining 0.00

Quarrying 0.05

Manufacturing 2.46

Electricity, Gas & Water 0.29

Construction 3.56

Educational Institutions 0.63

Catering & Accommodation 3.58

Wholesale & Retail 7.13

Transport, Storage & Communications 1.01

Banks 0.03

Insurance 0.15

Pension & Medical Aid Funds 0.03

Real Estate & Business Service 73.48

Building Societies 0.01

Central Government 0.04

Local Government 0.09

Provincial Government 0.02

Social & Personal Services 4.15

Taxis 0.03

Total 100.00

(RSC Levy data-base)

44

Comparing the structure of the district economy with the structure of the provincial economy indicates a greater dependence on the service sector and a lesser dependence on the primary and secondary sectors Table 25:Municipality in Context of the District, Socio Economic Conditions

Richmond Msunduzi Impendle uMngeni Mpofana uMshwathi

Total Population in 1996 67,782 601,831 39,674 56,290 23,791 90,974

Total Population in 2004 75,860 682,031 44,655 61,165 25,753 101,330

Population growth rates in 1996

1.7% 2.2% 1.7% 1.6% 1.4% 1.6%

Population growth rates in 2004

1.2% 1.3% 1.3% 0.8% 0.7% 1.1%

Human Development Index (HDI) 1996

0.42 0.60 0.40 0.58 0.49 0.41

Human Development Index (HDI), 2004

0.46 0.62 0.45 0.61 0.52 0.47

Gini coefficient, 1996 0.60 0.57 0.52 0.59 0.59 0.57

Gini coefficient, 2004 0.64 0.60 0.59 0.62 0.60 0.64

Number of people in poverty, 1996

41.2% 52.0% 36.5% 58.9% 35.4% 44.3%

Number of people in poverty, 2004

63.6% 45.5% 73.8% 44.5% 60.7% 71.4%

(Stats SA, Census, 2001)

45

Table 26: Municipality in Context of the District, Socio Economic Conditions


Percentage of people living with less than $1 per day, 1996

7.6% 3.2% 7.3% 2.9% 4.3% 6.7%


15.3% 7.0% 15.4% 7.9% 11.8% 15.2%


20.6% 8.4% 24.1% 10.0% 19.3% 21.5%


27.7% 13.4% 31.4% 15.9% 25.9% 28.7%

Number of 15 + Pupils Less than Matric, 1996

503 3,632 169 337 336 130

Number of 15 + Pupils Less than Matric, 2004

308 1,969 97 182 186 77

Number of Pupils 15 + Matric Only, 1996

3,513 76,583 1,700 6,843 1,708 4,778

Number of Pupils 15 + Matric Only, 2004

6,279 118,919 3,217 10,251 2,545 8,565

Number of Pupils Matric and Masters, 1996

0 774 0 80 13 31

Number of Pupils Matric and Masters, 2004

0 1,821 0 91 109 0

Functional literacy: age 20+, completed grade 7 or higher, 1996

11,931 230,496 8,412 18,373 5,878 18,396

Functional literacy: age 20+, completed grade 7 or higher, 2004

22,721 347,224 14,022 30,156 10,350 32,264

Population density (number of people per km²), 1996

50.56 550.92 23.95 35.22 15.12 64.69


46



Population density (number of people per km²), 2004

56.59 624.33 26.95 38.27 16.36 72.05

Urbanization rate (% of people living in urban areas), 1996

6.0% 72.1% 0.3% 62.9% 37.0% 5.6%

Urbanization rate (% of people living in urban areas), 2004

3.3% 83.0% 0.2% 89.9% 46.3% 4.0%

Economically active population (EAP), 1996

17,973 228,973 8,379 20,694 6,875 24,332

Economically active population (EAP), 2004

24,393 311,194 11,572 27,067 8,943 32,940

Number of unemployed people, 1996 6,401 91,720 4,597 6,042 1,301 9,328

Number of unemployed people, 2004 10,467 151,047 7,412 10,184 2,145 15,259

Unemployment rate (%), 1996 35.6% 40.1% 54.9% 29.2% 18.9% 38.3%

Unemployment rate (%), 2004 42.9% 48.5% 64.0% 37.6% 24.0% 46.3%

Formally Employed People Agriculture, 1996

6,190 2,901 1,257 2,364 2,442 5,526

Formally Employed People Agriculture, 2004

6,970 3,219 1,422 2,608 2,622 6,213

Formally Employed People Mining, 1996

0 248 0 26 0 156

Formally Employed People Mining, 2004

0 140 0 26 0 174

Formally Employed People Manufacturing, 1996

473 20,173 60 1,576 526 2,202

Formally Employed People Manufacturing, 2004

375 15,200 31 1,089 278 2,171

Formally Employed People Electricity, 1996

31 1,081 0 124 38 16


47



Formally Employed People Electricity, 2004

31 1,089 0 125 38 16

Formally Employed People Construction, 1996

78 3,379 117 224 39 92

Formally Employed People Construction, 2004

68 3,263 84 182 28 107

Formally Employed People Trade, 1996

329 11,909 132 735 421 470

Formally Employed People Trade, 2004

370 14,796 122 769 395 703

Formally Employed People Transport, 1996

28 5,505 14 204 131 168

Formally Employed People Transport, 2004

19 4,449 11 141 79 160

Formally Employed People Finance, 1996

96 8,493 14 359 108 97

Formally Employed People Finance, 2004

118 11,317 15 419 117 145

Formally Employed People Community Services, 1996

674 24,174 446 1,273 594 779

Formally Employed People Community Services, 2004

910 32,583 603 1,713 793 1,057

Formally Employed People Households, 1996

581 14,754 84 1,437 301 530

Formally Employed People Households, 2004

547 13,902 79 1,354 284 500

Formally Employed People – Total, 1996

8,480 92,617 2,124 8,322 4,600 10,037

Formally Employed People – Total, 2004

9,408 99,956 2,367 8,427 4,635 11,245


48



Formally Employed People - % Agriculture, 1996

73.0% 3.1% 59.2% 28.4% 53.1% 55.1%

Formally Employed People - % Agriculture, 2004

74.1% 3.2% 60.1% 30.9% 56.6% 55.3%

Formally Employed People - % Mining, 1996

0.0% 0.3% 0.0% 0.3% 0.0% 1.6%

Formally Employed People - % Mining, 2004

0.0% 0.1% 0.0% 0.3% 0.0% 1.6%

Formally Employed People - % Manufacturing, 1996

5.6% 21.8% 2.8% 18.9% 11.4% 21.9%

Formally Employed People - % Manufacturing, 2004

4.0% 15.2% 1.3% 12.9% 6.0% 19.3%

Formally Employed People - % Electricity, 1996

0.4% 1.2% 0.0% 1.5% 0.8% 0.2%

Formally Employed People - % Electricity, 2004

0.3% 1.1% 0.0% 1.5% 0.8% 0.1%

Formally Employed People - % Construction, 1996

0.9% 3.6% 5.5% 2.7% 0.8% 0.9%

Formally Employed People - % Construction, 2004

0.7% 3.3% 3.5% 2.2% 0.6% 0.9%

Formally Employed People - % Trade, 1996

3.9% 12.9% 6.2% 8.8% 9.2% 4.7%

Formally Employed People - % Trade, 2004

3.9% 14.8% 5.1% 9.1% 8.5% 6.2%

Formally Employed People - % Transport, 1996

0.3% 5.9% 0.6% 2.4% 2.8% 1.7%

Formally Employed People - % Transport, 2004

0.2% 4.5% 0.5% 1.7% 1.7% 1.4%

49




Formally Employed People - % Finance, 1996

1.1% 9.2% 0.7% 4.3% 2.4% 1.0%

Formally Employed People - % Finance, 2004

1.2% 11.3% 0.6% 5.0% 2.5% 1.3%

Formally Employed People - % Community Services, 1996

8.0% 26.1% 21.0% 15.3% 12.9% 7.8%

Formally Employed People - % Community Services, 2004

9.7% 32.6% 25.5% 20.3% 17.1% 9.4%

Formally Employed People - % Households, 1996

6.8% 15.9% 3.9% 17.3% 6.6% 5.3%

Formally Employed People - % Households, 2004

5.8% 13.9% 3.3% 16.1% 6.1% 4.4%

Number of households by income category R0 - R2400, 1996

549 2,553 211 136 40 611

Number of households by income category R0 - R2400, 2004

1,550 6,908 581 667 255 2,244

Number of households by income category R360 000 +, 1996

196 1,966 26 158 85 46

Number of households by income category R360 000 +, 2004

290 7,501 55 696 103 257

Personal Income Annual, 1996 (R - million current prices)

415 7,070 154 661 151 418

Personal Income Annual, 2004 (R - million current prices)

756 13,965 274 1,262 242 905


50



Personal Income Annual per capita income (Rand, current prices), 1996

6,124 11,748 3,873 11,744 6,361 4,600

Personal Income Annual per capita income (Rand, current prices), 2004

9,971 20,476 6,136 20,636 9,414 8,931

Personal Income - Annual per Household, 1996

29,879 51,969 22,498 51,156 34,331 21,097

Personal Income - Annual per Household, 2004

41,253 80,285 29,840 80,707 44,735 34,582

Annual total disposable income (R million, current prices), 1996

366 6,117 139 568 133 376

Annual total disposable income (R million, current prices), 2004

687 12,446 253 1,125 221 827

Annual total disposable income (R million, constant 2000 prices), 1996

497 8,302 188 772 180 510

Annual total disposable income (R million, constant 2000 prices), 2004

538 9,750 198 881 173 648

Total Annual Expenditure, 1996 (R 1000)

414,058 6,975,614 155,718 649,709 149,749 422,547

Total Annual Expenditure, 2004 (R 1000)

782,288 14,108,694 290,613 1,266,888 250,893 947,404

Annual Retail Trade Sales, 1996 (R 1000)

150,039 2,470,349 35,033 212,623 44,669 118,295

Annual Retail Trade Sales, 2004 (R 1000)

290,056 4,863,550 48,201 394,025 80,271 248,972


51



Gross Value Added by Region (GVA-R), 1996 (Current Prices, R1 000)

219,483 6,548,676 84,240 420,620 142,333 466,936

Gross Value Added by Region (GVA-R), 2004 (Current Prices, R1 000)

385,573 13,138,247 143,529 783,890 238,598 906,088

Gross Value Added by Region (GVA-R), 1996 (Constant 2000 Prices, R1 000)

273,030 8,754,334 106,637 556,349 178,720 576,596

Gross Value Added by Region (GVA-R), 2004 (Constant 2000 Prices, R1 000)

285,910 10,120,381 109,529 584,733 171,158 663,824

Gross Value Added by Region (GVA-R), 1997 Average Annual Growth (Constant 2000 Prices)

0.8% 0.5% -3.9% -3.5% 0.0% 0.4%

Gross Value Added by Region (GVA-R), 2004 Average Annual Growth (Constant 2000 Prices)

2.4% 5.1% 2.0% 4.4% 3.2% 3.8%

GVA-R per Capita, 1996 (Constant 2000 Prices)

4,580 16,288 3,076 11,243 8,450 7,203

GVA-R per Capita, 2004 (Constant 2000 Prices)

4,192 16,406 2,731 10,697 7,389 7,381

Gross Domestic Product by Region (GDP-R), 1996 (Constant 2000 Prices, R1 000)

310,470 9,802,386 122,029 632,860 201,040 655,315

Gross Domestic Product by Region (GDP-R), 2004 (Constant 2000 Prices, R1 000)

318,038 11,189,223 121,944 654,261 190,300 747,956


52



Gross Domestic Product by Region (GDP-R), Average Annual growth 1997

1.2% 0.6% -3.4% -3.2% 0.2% 0.5%

Gross Domestic Product by Region (GDP-R), Average Annual growth, 2004

2.1% 5.0% 1.7% 4.1% 3.1% 3.9%

Gross Domestic Product by Region (GDP-R), Per Capita Current Prices, 1996 (Constant 2000 Prices)

3,592 11,999 2,372 8,345 6,585 5,688

Gross Domestic Product by Region (GDP-R), Per Capita Current Prices 2004 (Constant 2000 Prices)

5,745 21,716 3,649 14,595 10,428 10,241

Labour Remuneration, 1996 (Current prices, R 1000)

103,209 4,059,274 38,790 246,082 73,946 156,413

Labour Remuneration, 2004 (Current prices, R 1000)

188,497 7,562,014 67,927 437,112 119,850 322,905

Gross Operating Surplus, 1996 (Current prices, R 1000)

116,274 2,489,401 45,451 174,539 68,388 310,523

Gross Operating Surplus, 2004 (Current prices, R 1000)

197,075 5,576,232 75,602 346,778 118,748 583,183


Tables above supply information on occupation levels per municipality. The number of people, especially women, in elementary occupations

throughout the province, but especially in the less developed local municipalities, must be a serious concern. These occupations are normally

very low paid, requiring very little education or skills levels. These occupations also have very little opportunities for progress. The dependence

on the primary sector is again clearly visible. The more developed local economies clearly have more people in professional occupations, whether

it’s a cause or a consequence is debatable, but the fact remains higher levels of education and skills contributes to development. It is also very

interesting to note the large differences between the males and females in the technicians and associate professionals occupations. Females

outnumber males throughout the district and sometimes in very significant numbers. The very low numbers of people involved in craft and related

trades indicates very low technical skill levels in the district.

53

Table 34: Occupation amongst the employed aged 15-65 years- uMshwathi

Males Females Males Females

Legislators; senior officials and managers 268 92 2.43% 1.02%

Professionals 187 102 1.78% 1.24%

Technicians and associate professionals 267 508 2.42% 5.66%

Clerks 436 367 3.95% 4.09% Service workers; shop and market sales workers 607 199 5.51% 2.22%

Skilled agricultural and fishery workers 996 865 9.03% 9.63%

Craft and related trades workers 1266 269 11.48% 3.00% Plant and machine operators and assemblers 2453 141 22.25% 1.57%

Elementary occupations 3612 5415 32.76% 60.31% Occupations unspecified and not elsewhere classified 0 0 0.00% 0.00%

Undetermined 933 1020 8.46% 11.36% (Stats SA, Census, 2001)

Table 36: Occupation amongst the employed aged 15-65 years - uMngeni



Professionals 947 632 7.93% 6.70%


Clerks 444 887 3.62% 8.93% Service workers; shop and market sales workers 984 644 8.02% 6.49%





Table 35: Occupation amongst the employed aged 15-65 years - Mpofana



Professionals 165 87 2.65% 2.41%


Clerks 190 303 3.17% 8.70%

Service workers; shop and market sales workers 454 256 7.58% 7.35%


Craft and related trades workers 487 139 8.13% 3.99%

Plant and machine operators and assemblers 945 66 15.78% 1.89%

Elementary occupations 2104 1836 35.14% 52.71%

Occupations unspecified and not elsewhere classified 0 0 0.00% 0.00%


Table 37: Occupation amongst the employed aged 15-65 years: Impendle






Clerks 8 39 0.76% 5.91%






Undetermined 140 108 13.22% 16.36%

54

Table 38: Occupation amongst the employed aged 15-65 years -

Msunduzi



Professionals 5099 4386 8.48% 8.22% Technicians and associate professionals 6115 8855 9.57% 15.56%

Clerks 5068 9326 7.93% 16.38% Service workers; shop and market sales workers 9384 5317 14.68% 9.34% Skilled agricultural and fishery workers 1023 588 1.60% 1.03%




Table 39: Occupation amongst the employed aged 15-65 years -

Mkhambathini



Professionals 110 88 1.56% 2.18% Technicians and associate professionals 113 193 1.63% 4.80%

Clerks 166 191 2.39% 4.75% Service workers; shop and market sales workers 484 160 6.96% 3.98% Skilled agricultural and fishery workers 1079 683 15.52% 16.98%




55

Table 40: Occupation amongst the employed aged 15-65 years - Richmond





Clerks 197 297 3.12% 5.36%





Elementary occupations 1808 2674 28.67% 48.27%

Occupations unspecified and not elsewhere classified 0 0 0.00% 0.00%

Undetermined 450 405 7.14% 7.31%


Tables above supply information on the number of people employed

per economic sector. Except for Msunduzi the primary sector

(agriculture) is the dominant sector in terms of employment in the

district. The traditional male/female sectors are very visible.

Females are mostly dominant in the community; social and personal

services sector whereas males are mostly dominant in the

manufacturing sector. The dependence on agriculture especially in

less developed local municipalities is again very evident. The

wholesale and retail sectors in the non-Msunduzi municipalities are

relatively insignificant suggesting that the majority of consumers

spend their income in Msunduzi. The mining, electricity; gas and

water supply, transport; storage and communication sectors are

almost non-existent in the district, however this does not mean there

is no potential - for example the communication sector does have a

lot of potential.

56

Table 41: Work Status 2001 (numbers and percentages)

uM

sh

wath

i L

ocal

Mu

nic

ipality

Number As a

Percentage

Paid employee 18822 29.34%

Paid family worker 198 0.31%

Self-employed 667 1.04%

Employer 420 0.65%

Unpaid family worker 74 0.12%

Not applicable 43961 68.54% (Stats SA, Census, 2001)


uM

ng

en

i L

ocal

Mu

nic

ipality

Number As a

Percentage




Employer 270 0.54%




Mo

oi M

po

fan

a L

oc

al

Mu

nic

ipality

Number As a

Percentage




Employer 67 0.28%


Not applicable 14453 60.43%



Imp

en

dle

Lo

cal

Mu

nic

ipality

Number As a

Percentage




Employer 141 0.80%




Msu

nd

uzi L

ocal

Mu

nic

ipality

Number As a

Percentage

17681




Employer 1392 0.38%




Mkh

am

bath

ini

Lo

cal M

un

icip

ality

Number As a Percentage




Employer 82 0.23%




57



Tables above supply information on the work status of people per

municipality. It is very interesting to note that the number of people

self-employed is greater than the number of employers; this could be

because of the fairly large size of the informal sector. Both self-

employed and employers are however much less than paid

employees. It thus seems that the preference is to be an employee

and not to become self employed. This is very much a product of the

national education system because learners are not educated in

basic business skills. The very low levels of self employment also

indicate very low levels of entrepreneurial spirit and/or very little

SMME support or misplaced SMME policy. The relatively large

number of self-employed in Msunduzi suggests that a necessary

condition for development is large numbers of self-employed people.

Table 47: Economically active population amongst those aged

15 to 65 years, 2001


uM

sh

wa

thi L

oca

l M

un

icip

ali

ty

Employed 20181 31.46%

Unemployed 15553 24.25%

Scholar or student 11001 17.15%

Homemaker or housewife 5071 7.91%

Pensioner or retired person 3385 5.28% Unable to work due to illness or disability 1897 2.96% Seasonal worker not working presently 334 0.52%

Does not choose to work 2451 3.82%



15 to 65 years, 2001

uM

ng

en

i L

oc

al M

un

icip

ali

ty


Employed 22194 34.60%







Ric

hm

on

d L

ocal

Mu

nic

ipality





Employer 273 0.71%



58


15 to 65 years, 2001

Mo

oi M

po

fan

a L

oc

al

Mu

nic

ipa

lity


Employed 9464 14.75%







Table 51:Economically active population amongst those aged

15 to 65 years, 2001

Imp

en

dle

Lo

ca

l M

un

icip

ali

ty

Number As a

Percentage

Employed 1724 2.69%








15 to 65 years, 2001

Th

e M

su

nd

uzi

Lo

ca

l M

un

icip

ali

ty

Number As a

Percentage

Employed 120642 32.84%








15 to 65 years, 2001

Mk

ham

ba

thin

i L

oc

al M

un

icip

ali

ty

Number As a

Percentage

Employed 10978 17.11%







59


15 to 65 years, 2001

KZ

22

7:

Ric

hm

on

d L

oc

al

Mu

nic

ipa

lity

Number As a

Percentage

Employed 11854 18.48%





Does not choose to work 2947 7.69% Not applicable 2795 7.29%


60

Table 54: Business Confidence in the District Expected sales performance over the next 3 months?

% of total Less than ogive

Much better 15.38 15.38 Better 64.10 79.49 Same 5.38 94.87 worse 5.13 100.00 Much worse 0.00 100.00

Source:UKZN business confidence survey 2007 Expecting to expand my workforce during the year


Yes definitely 5.13 5.13 Yes 48.72 53.85 May be 25.64 79.49 No 15.38 94.87 Downsizing 5.13 100.00 Source:UKZN business confidence survey 2007 The Business Confidence Index for Pietermaritzburg and uMgungundlovu District at present is compared to in 2005 ( for South Africa at December 2006) and should be interpreted as follows, i.e a value of 50 is indicative of neutrality, 100 indicates extreme confidence and 0 indicates extreme lack of confidence. It seems that businesses are positive and confident about the current and future state of business in Pietermaritzburg and in uMgungundlovu district. Therefore, the impact of investment and business confidence is the increase of employment opportunities in the district.,the impact of growing economy, employment and higher income levels is the property boom in the District.

Have experienced an increase in economic activity in the local economy during the past year


Yes definitely 10.26 10.26 Yes 48.72 58.97 May be 15.38 74.36 No 20.51 94.87 Downsizing 5.13 100.00

Present business trading conditions


Excellent 7.69 7.69 Good 53.85 61.52 Fair 33.33 94.87 Poor 5.13 100.00 Very poor 0.00 100.00

61

SUMMARY AND CONCLUSIONS ON SOCIO-ECONOMIC ANALYSIS

It is evident that the district economy is a fairly small in terms of the provincial economy. It is also evident that the Msunduzi economy is the

dominant economy in the district. One can therefore expect that benefits will flow to the dominant partner, in this case from the 6 non-Msunduzi

economies to the Msunduzi economy to the provincial economy.

The benefits accruing from a provincial economic upswing will to a lesser degree filter through to the district economy and in particular the

Msunduzi economy. One can apply the 10% and 80% rule as determined in the study. There are some clear linkages though between the

provincial economy and the district economy and the Msunduzi economy and the 6 non-Msunduzi economies in terms of the flow of factors of

production and goods and services. The net beneficiaries seem to be the dominant economies in both cases.

Status quo/Situational analysis for tourism

The main objective of tourism is to promote economic growth and job creation through six key objectives that are levers for tourism growth. The key objectives are to increase in tourist volume, increase tourists spend, increase the length of stay, improve geographic spread, improve seasonality pattern and promote transformation. These objectives are also consolidated into three areas of tourism marketing strategy which is Leisure (both domestic and international), business tourism (MICE-meetings, incentives, conferences and exhibitions) and a new area of activity called events. Since tourism is controlled by the government but driven by the private sector, our aim is to create an environment that is conducive for tourism development. Our plan should be to support the industry in developing their plans for growth and to promote strategic alignment and partnership around a common vision in the tourism sector. This requires tourism to be managed in a responsible and sustainable manner in order to generate tourism revenue that is the basis for economic growth. Sustainable tourism is created through the ability to maximize the amount of money that can be generated from tourists visiting a specific tourism product within an area of attraction and categories range from the high spend ( international tourists) to the lower spend (domestic tourists). However, the key to this whole process is to understand where these tourists come from, what attract them, what their needs are and what they will spend money on. The tourism industry operates within a framework of visitor attractions and facilities. For tourism destinations to be successful, they must meet the current as well as future needs for tourists in terms of location, operations and development. This includes the need to upgrade and rejuvenate tired or stagnant products.

62

To achieve this, issues such as information management particularly primary data as well as secondary data as well as marketing are of paramount importance for economic development. All this should be understood with the context that tourism is market driven as opposed to a product driven industry and that is the major difference that sets tourism apart from other industries in that a tourism destination or product must attract the tourist market (demand) as opposed to taking the product into the market. Therefore we have to identify who the major tourists markets are, what product would attract them and what products would fulfill their demand. Current product availability is another key issue that needs to be looked at through product development.

TOURISM POTENTIAL

UMgungundlovu Districts is recognized by KZNTA as one of the significant and unique tourism destination. This is based on the district’s rich and

diverse natural resource base and strategic location of the district’s as well as a variety of tourism accommodation, which positions it to benefit

from the SADC development initiative.

EVENTING Umgungundlovu hosts a number of private international events, such as the Comrade Marathon, the Dusi Canoe Marathon and the Midmar Mile. However, we haven’t picky beg on these events to make sure that they bring the most required tourism revenue into our district nor promote our region on these events. STATISTICS The district is the third most visited destinations by domestic tourists after Durban and South Coast (Tourism KwaZulu-Natal Occasional Paper No. 43). Our biggest attraction is the Midlands Meander one of the most successful route in South Africa. On the international front, the Pietermaritzburg-Midlands region is the forth visited destination by international tourists that come to the province of kwaZulu-Natal. Twenty three percent of international tourists that came to KwaZulu-Natal visited the Pietermaritzburg-Midlands region (Tourism KwaZulu-Natal Ocassional Paper No. 42). However, the recent ten percent drop of international tourists in 2006 compare to 2005 highlight a need to engage in vigorous marketing of this province and the Pietermaritzburg-Midlands region. PRODUCT DEVELOPMENT Our region is regarded as one of the areas that are rich in culture and heritage; however, that opportunity has not been investigated and packaged accordingly. Since cultural experience is one of the core attractions that are in demand from international tourists that visits our province, a product development strategy rich in cultural experience needs to be investigated to develop this key tourist’s demand. Tourism growth requires a range of role players which include private sector as well as public sector to work together towards a common vision. This highlight the importance of strategic alignment with the private sector, the drivers of tourism towards a common vision.

63

Figure 9: Tourism Accommodation within the District

21%

4%

16%

14%18%

21%

5% 1%

Bed and Breakfast

Caravan and Camping Site

Guest Houses

Lodge (Bush and Country)

Hotel/ Inn/ Motel

Self-catering

Youth hostel/ Backpackers

Cave/ Rest/ Trail Huts

64

Table 55: Agricultural Land Potential

UMGUNGUNDLOVU AGRICULTURAL LAND POTENTIAL BY LOCAL MUNICIPALITY

Mkham

bath

ini

Msunduzi

Um

shw

ath

i

Mpofa

na

Impe

ndle

uM

ng

en

i

Ric

hm

ond

Tota

l (DM

)

65

Agricultural Land

Potential Area (ha) % Area (ha) % Area (ha) % Area (ha) % Area (ha) % Area (ha) % Area (ha) % Area (ha) % High Land Potential 10696.7671 12 15516.6653 25 59486.3071 32.7 11827.352 13 17898.8919 11 73636.27 60 189062.2570 22

Good Land Potential 38047.6945 41.6 27641.5080 45 79989.6128 44 96876.8795 59 7628.3667 8 119938.7157 77 25751.34 21 395874.1150 45

Moderately Good Land Potential 10072.564 11 12521.3701 20 28146.0279 15.5 35.4994371 0.021 60823.917 64 12429.3269 8 3 128496.4162 15

Restricted Land 12832.7765 14 6229.3343 10 1698.7592 1 26791.5889 16 9343.185 8 56895.6439 6.2 Very

Restricted 15311.6271 16.7 3255.4773 1.8 4054.79414 2 6312.3483 6 220.7469 0.1 3756.628 3 32911.6218 4 Low Land Potential 4230.1752 4.62 8391.6335 5 27280.0858 17 2103.2956 1.4 6189.865 5 48195.0553 5.5 Very Low 217.1328 0.24 10150.1523 6 10367.2851 1.1

Vlei 8318.0153 9 2744.7598 2 11062.7751 1.2 Total 91539 100 63393 100 181803 100 165189 100 94910 100 156683 100 123145 100 876662 100

66

%

%

%

%%

%

%

%

%

%

%

%

%%

%

%

%

%

%

%

%

%

%

%

%

%

%

%

%

%

%

%

%

%

%

%

%%

%

%

%

%%

%

%

%

%

%

%

%

%

%

%

% %

%

Cool Air

New Hanov er

Pi ter marit zburg

Richm ond

Im pendl e

Howi ck

Hil ton

Ashbur ton

Wart burg

Mooi Ri ver

Roset taDalt on

Cam perdo wn

Crai gie Burn

Bli nkw ater

Hi ghm oor Nature Reserv e

Kark l oof

Kam berg Natur e

Reserve

Alberts Fall s

Umgeni Vlei Nature Reserv e

Mi dmar

Queen El izabet h ParkDoreen Cl ar k

KZ 22 1

KZ 223

KZ 22 2

KZ 227

KZ 22 4

KZ 22 6

KZ 225

KZ D M A2 2

M po fa na

uM n ge ni

Im pe nd le

Ric hm o nd

M su nd uz i

uM s hw a thi

M kh am b a thini

YOR K

BY R NE

EST O N

DA R G LE

LOTEN I

G OMA NE

NZI N G A

BO S TO N

KA MB ER G

RO S ETT A

TW EE DI E

CR A MO N D

KA ME NS I

FOXH IL L

ND A LEN I

RI ETV LEI

THE N DE LE

HI GH MOO R

BA LG O W A N

MPOL W EN I

FAW N LE AS

ED EN D AL E

CO L EFO R D

HO P EW E LL

MID D EL RU S

LID G ET TON

NO OD S BE R G

ELA ND S K OP

MK HO ND E NI

G OO D H O PE

WI N DY H I LL

SC H RO E D ER S

CI B ELI CH LE

MAS H IN G EN I

THO R N V ILLE

BI SH O P TO W E

MID - ILL O VU

MO U N T A LID A

LION S R IV ER

MO U N T E LIA S

HE LLA H EL LA

BA YN E SFI ELD

JOU B E RTS VL EI

TUN GA 'S H ILL

ALB ER T FA LLS

O TTO 'S B LU FF

TAY LOR 'S H ALT

CL AN SYN D IC A TE

MOR TO N 'S DR I FT

HA R DE N H EI G H TS

TAB LE MO UN TA IN

FO RT NO TT IN GH AM

HI LD CO TE S TAT ION

AP PEL SB OSC H MI SS IO N

TAB LE MO UN TA IN R AN G E

SW A YIM AN E

M AP 13Ag ricu ltural P oten tial - La nd

Sma l l T o wn s, V i ll a ge s & Se ttle m e n ts%

Ma in A cce s s R o ad s

Mu n ic ip a l B o u n d a rie s

Na tu r e C o n se r va tio n A r e a s

Tr ib a l A u th o ri tie s

Ur b a n C e n tre s

Settl e m e nts

Ma jor D a ms

Ag ric ultura l P oten tia l - Lan d S uitab ility

hig h la n d po te n ti al

go o d la n d p o te n tia l

mo d e r a tel y g o o d la n d po te n tia l

re la ti ve ly go o d la n d p o te n tia l

lo w la n d p o te n tia l

po o r la n d p o ten ti a l

ve ry po o r la n d p o ten ti a l

LE G E N D

30/11 /2004

SC ALE

DATE

RE VI S IO N

N

EW

S

1:700000

67

Beef Production Potential For uMgungundlovu

The Umgungundlovu District agricultural Plan indicates that the district is suited to extensive cattle production. There are large areas of land that

are not being properly utilized due to improper stocking rates, lack of fenced camps( indiscriminate grazing that leads to veld degradation) and

improper burning regimes.

Beef farming works well in mixed-enterprise farming especially when coupled with enterprises like grain, orchard, vegetables and other crop

operations. Cattle can also make efficient use of feed resources that have little alternative use, such as crop residues, marginal cropland, and land

not suitable for tillage, or land that cannot produce crops other than grass.

The extensive beef enterprise can be less labour-intensive than other intensive enterprises but still requires good management practices. Proper

management and planning can make it possible to have key activities (e.g. calving, weaning, castration, and weighing) occurring at times when

labour is available.

Suitable Breeds

Both Bos taurus(e.g. Hereford, Angus) and Bos indicus (e.g. Nguni, Brahman) breeds and their crosses(e.g. Brangus, Bonsmara) may be farmed.. Bos taurus breeds have a traditionally lower resistance to tick borne diseases than Bos indicus breeds. When sourcing or buying in animals farmers should source cattle from areas climatically similar and having similar disease problems and tick resistance. This helps to minimise dipping costs and reduce losses from mortality and poor production It is advisable to only source local cattle that are adapted to the area to prevent losses.

68

Table 56: Recommended Field Crops Crop Average

Yield Tons/ha

Gross Margin R/Ha

Advantages Disadvantages Infrastructure

Dry Beans 2 900 Medium to low management skills. Used in a crop rotation program to improve soil nutrition. Crop residue can be used for animal feed

Relatively low gross margin. Require storage facilities

Fencing – Bonnox or 8 strand barbed wire. Storage facilities. Surface water drainage (contours)

No Till Dryland Maize

7 3000 Medium to low management skills. Used in a crop rotation program to improve soil nutrition. Crop residue can be used for animal feed


Fencing – Bonnox or 8 strand barbed wire. Storage facilities.Surface water drainage (contours)

No Till Maize - Irrigated

10 5000 Medium to low management skills. Used in a crop rotation program to improve soil nutrition. Crop residue can be used for animal feed. Will protect soil while cropping


Fencing – Bonnox or 8 strand barbed wire. Storage facilities.Surface water drainage (contours)

Cabbage 75 62000 Crop residue can be used as animal feed. High gross margin. Medium management skills required

Bulky to transport. Ideally needs to be irrigated.

Conservation structures. Fencing – Bonnox or barbed wire 8 strand

Potatoes 30 18000 High value crop High management skills required. Soil specific crop. Require specialised equipment.

Conservation structures. Fencing – Bonnox or barbed wire 8 strand Storage shed and sorting machine

Soybeans 2 500 Medium to Low Management skills required. Crop residue can be used as animal feed

Relatively low gross margin. Require storage facilities Require specialized harvesting equipment.

Conservation structures. Fencing – Bonnox or barbed wire 8 strand + storage shed

Carrots 35 45000 High value crop. High management, Labour intensive

Fencing – Bonnox + packshed required.

Tomatoes Irrigated

75 205 000 High value crop. High management, Labour intensive

Fencing – Bonnox + packshed required.

Lettuce 25 12000 Crop residue can be used as animal feed. High gross margin. Medium management skills required

Bulky to transport. Ideally needs to be irrigated.

Conservation structures. Fencing – Bonnox or barbed wire 8 strand

69

Implications for the DistrictImplications for the DistrictImplications for the DistrictImplications for the District

Some characteristics of the socio-demographic makeup of uMgungundlovu District include the following: � racial diversity within and between local municipalitiesracial diversity within and between local municipalitiesracial diversity within and between local municipalitiesracial diversity within and between local municipalities

� increasing income ineincreasing income ineincreasing income ineincreasing income inequalityqualityqualityquality

� population ageing, especially within the white populationpopulation ageing, especially within the white populationpopulation ageing, especially within the white populationpopulation ageing, especially within the white population

� an increasing number of children living in lowan increasing number of children living in lowan increasing number of children living in lowan increasing number of children living in low----income families, children overincome families, children overincome families, children overincome families, children over----represented in comparison with their represented in comparison with their represented in comparison with their represented in comparison with their

proportion within the general population.proportion within the general population.proportion within the general population.proportion within the general population.

� Domination of smaller households Domination of smaller households Domination of smaller households Domination of smaller households with not more than 6 members reflects the extent to which extended and probable with not more than 6 members reflects the extent to which extended and probable with not more than 6 members reflects the extent to which extended and probable with not more than 6 members reflects the extent to which extended and probable

compounded households have broken down in response to changes in the households survival strategies and economic compounded households have broken down in response to changes in the households survival strategies and economic compounded households have broken down in response to changes in the households survival strategies and economic compounded households have broken down in response to changes in the households survival strategies and economic

activities. This is a social response to the changes in the houactivities. This is a social response to the changes in the houactivities. This is a social response to the changes in the houactivities. This is a social response to the changes in the household survival strategies and an increase in the costs of sehold survival strategies and an increase in the costs of sehold survival strategies and an increase in the costs of sehold survival strategies and an increase in the costs of

living. living. living. living.

� Majority of households are dominated by women in terms of numbers. This situation is common mainly in predominantly Majority of households are dominated by women in terms of numbers. This situation is common mainly in predominantly Majority of households are dominated by women in terms of numbers. This situation is common mainly in predominantly Majority of households are dominated by women in terms of numbers. This situation is common mainly in predominantly

rural municipalities such as Umshwathi, Impendle and Mkhambathini areas.rural municipalities such as Umshwathi, Impendle and Mkhambathini areas.rural municipalities such as Umshwathi, Impendle and Mkhambathini areas.rural municipalities such as Umshwathi, Impendle and Mkhambathini areas. This has serious implications for the design This has serious implications for the design This has serious implications for the design This has serious implications for the design

and actual implementation of service delivery programs. In fact, such programs should be gender sensitive and prioritize and actual implementation of service delivery programs. In fact, such programs should be gender sensitive and prioritize and actual implementation of service delivery programs. In fact, such programs should be gender sensitive and prioritize and actual implementation of service delivery programs. In fact, such programs should be gender sensitive and prioritize

the needs of women. the needs of women. the needs of women. the needs of women.

� The age structure of the women and male population is generally theThe age structure of the women and male population is generally theThe age structure of the women and male population is generally theThe age structure of the women and male population is generally the same reflecting a balanced community. This same reflecting a balanced community. This same reflecting a balanced community. This same reflecting a balanced community. This

however, should not be overhowever, should not be overhowever, should not be overhowever, should not be over----emphasized given the potential impact of HIV and AIDS to the district population. This issueemphasized given the potential impact of HIV and AIDS to the district population. This issueemphasized given the potential impact of HIV and AIDS to the district population. This issueemphasized given the potential impact of HIV and AIDS to the district population. This issue is flagged for further investigation. is flagged for further investigation. is flagged for further investigation. is flagged for further investigation.

� High concentration of people within a working age coHigh concentration of people within a working age coHigh concentration of people within a working age coHigh concentration of people within a working age cohort in the Msunduzi and Umngeni Municipalities reflects the uneven hort in the Msunduzi and Umngeni Municipalities reflects the uneven hort in the Msunduzi and Umngeni Municipalities reflects the uneven hort in the Msunduzi and Umngeni Municipalities reflects the uneven

spread of employment opportunities within the District. It also poses a challenge of promoting investment and job creation spread of employment opportunities within the District. It also poses a challenge of promoting investment and job creation spread of employment opportunities within the District. It also poses a challenge of promoting investment and job creation spread of employment opportunities within the District. It also poses a challenge of promoting investment and job creation

in rural areas. It is equally important to note that this is the in rural areas. It is equally important to note that this is the in rural areas. It is equally important to note that this is the in rural areas. It is equally important to note that this is the age group that experiences needs such as housing and age group that experiences needs such as housing and age group that experiences needs such as housing and age group that experiences needs such as housing and

employment. employment. employment. employment.

70

ENVIRONMENTAL CONSIDERATIONS

In terms of the C-Plan and MINSET assessments undertaken by KZNCS, the Umgungundlovu District contains extensive areas of conservation significance. For comparative purposes, both classifications have been expressed as areas by Municipality. This shows that areas of the highest importance occur in uMngeni, Impendle, Mpofana and to a lesser extent Richmond and Msunduzi, although large areas across the District fall in the category “Negotiated Reserve”, which is the second highest category. This is because of the high levels of biodiversity in the District, the relatively low levels of land transformation that has occurred in some parts of the District, and the area’s importance as a water production region.

It must be stressed that these assessments are at a very broad and coarse scale, and that more detailed assessments, taking into account

existing land use and other factors, such as slope would need to be undertaken at a local municipal level. This should form part of the local Strategic Environmental Assessment (SEA), and would be one of the critical planning informants in local SDF’s.

The SEA’s must provide guidance in the identification of areas that have to be protected for biodiversity and conservation purposes, and should include the following essential environmental elements and areas:

• agricultural resources • ecosystems goods and services; and • natural resources

The District Municipality’s current Strategic Environmental Assessment / Integrated Environmental Management Plan was undertaken during 2003. In order to adequately integrate environmental sustainability into the strategic planning initiatives of the Municipality, it will be necessary to substantially review and update the SEA to bring it into line with legal and guideline requirements.

71

Map 4: MINSET

72

Table 57: C-Plan UMGUNGUNDLOVU CPLAN BY LOCAL MUNICIPALITY

Mkham

bath

ini

Msunduzi

Um

shw

ath

i

Mpofa

na

Impe

ndle

uM

ng

en

i

Ric

hm

ond

Tota

l (DM

)

C PLAN Area (ha)

% Area (ha)

% Area (ha)

% Area (ha)

% Area (ha)

% Area (ha) % Area (ha)

% Area (ha)

%

Initial Excluded

8800 12.6 2000 3.6 36399 23.7 2400 3 3200 5.2 20000 17 72799 9.3

1 Totally Irreplaceable

3200 6 7200 5 45599 27.604

39199 42.8 25199 20.7 17600 15 137997 16.7

> 0.8 < 1 11200 18 5600 4.1 400 0.3 4400 7.7 27199 21.7 2400 2 51199 7.7 > 0.6 - 0.8 3200 7.4 7200 12 6800 4.7 2800 4.8 2800 5.4 11600 10.7 8000 6.5 42399 7.4 > 0.4 - 0.6 5200 9.3 6400 10.4 6800 4.7 1600 2.3 2800 5.4 10000 9.3 14000 11.5 46799 7.6 > 0.2 - 0.4 17200 21.5 6800 11 32799 19.4 10800 8 2800 5.4 14800 13 31999 26 117198 15 > 0 – 0.2 42399 49.2 24400 39 66399 38.4 88798 57 24400 30.3 24000 19.4 26799 22 297194 36.3

Irreplaceable =0

Total 91539 100 63393 100 181803 100 165189 100 94910 100 156683 100 123145 100 876662 100

73

Water Resources

The District contains key water resources which are of importance at both a provincial and national level. These resources play critical roles in the provision of both potable and raw water to the urban and industrial centres within the uMgungundlovu District, and to the adjoining eThekwini Metropolitan area.

When mentioning water resources in the District, the Mgeni catchment immediately comes to mind. However, this is not the only catchment and water resource that needs to be considered in the development planning process. Although the Mgeni is the predominant catchment within the District, there are seven other catchments. An overview of these catchments, their associated resources and their importance to the region is provided in Table below:

Table 58: Key Water Resources Occurring in uMgungundlovu District Municipality

ID Water Resource

Type Catchment Importance

1 Meams Weir Dam Mooi Provides water for the Durban Pietermaritzburg economy 2 Little Mooi River Mooi Provides water for the Mpofana Municipality and the Durban – Pietermaritzburg economy. The headwaters of this

river are in KZDMA22 3 Mooi River Mooi Provides water for the Mpofana Municipality and the Durban-Pietermaritzburg economy. The headwaters of this

river are in KZDMA22 4 Craigieburn

Dam Dam Mooi Located on the Myamvubu River, a tributary of the Mooi River, this dam provides water for agricultural use.

5 Proposed Spring Grove Dam

Dam Mooi Will provide water for the Mpofana Municipality, the uMngeni Municipality and the Durban-Pietermaritzburg economy.

6 Mpofana River Mgeni This is the river that transfers the water from the existing Meams Weir and will transfer from the proposed Spring Grove Dam to Midmar Dam (via the Lions and Mgeni Rivers) for treatment for distribution to the Durban-Pietermaritzburg economy. The headwaters of this river are in the uMngeni Local Municipality.

7 Lions River Mgeni This is the river through which water is transferred form the Mooi Catchment to Midmar Dam for treatment and distribution to the Durban-Pietermaritzburg economy. The headwaters of this river are in the uMngeni Local Municipality.

8 Mgeni River Mgeni This is the river which provides water for the Durban-Pietermaritzburg economy. The headwaters of this major river are the Mgeni Vlei which is located in Impendle Local Municpality.

9 Midmar Dam Dam Mgeni This is the critical storage dam for the entire Durban-Pietermaritzburg economy (the entire Msunduzi Municipality) as well as for the uMngeni, uMshwathi, Richmond and Mkhambathini Local Municipalities. Current treatment costs are low due to the close proximity of the water treatment plan (WTP) tot he dam and the good water quality within the dam. However, if water quality deteriorates within the dam, treatment costs will increase drastically as there is insufficient distance between the dam and the WTP for in-stream purification to occur. The implication of

74

ID Water Resource

Type Catchment Importance

this is that the water tariff will increase thereby increasing the cost of water to everyone within the region. This will impact negatively on the alleviation of backlogs and the development of the economy.

10 Albert Falls Dam Mgeni This is a storage dam on the Mgeni River that is used in the transfer of raw water to Durban Heights WTP for distribution within eThekwini’s Central and Southern regions. If water quality deteriorates within this Dam, there is sufficient distance between Albert Falls Dam and Durban Heights WTP for in-stream purification to occur to a certain degree. However, treatment costs will again increase if the water quality is of an extremely poor standard.

11 Nagle Dam Dam Mgeni This is a storage dam on the Mgeni River that is used in the transfer of raw water to Durban Heights WTP for distribution within eThekwini’s Central and Southern regions. If water quality deteriorates within this Dam, there is insufficient distance between Nagle Dam and the Nagle Aqueducts, which transfer water to Durban Heights WTP for in-stream purification to occur. This means that treatment costs will rise, thereby increasing the water tariff.

12 Msunduzi River Mgeni This is a third-order tributary of the Mgeni River which flows through Edendale and Pietermaritzburg. The headwaters of this river occur in the Richmond Local Municipality.

13 Mlazi River Mlazi This river has its source in the Richmond Municipality, flowing through it and the Mkhambathini Municipality, providing good quality water for agriculture, forestry and domestic purposes.

14 Lovu River Lovu This river also originates in the Richmond Municipality, flowing through it and the Mkhambathini Municipality, providing good quality water for agriculture, forestry and domestic purposes.

15 Mkomazi River Mkomazi The lower portions of this major river form the boundary between Richmond Municipality and the Sisonke and Ugu District Municipalities. A small portion on the upper part of the river is situated within the Impendle Local Municipality.

16 Mdloti River Mdloti The headwaters of this river are located in uMshwathi Municipality, Hazelmere Dam, which is located on the Mdloti River, is the primary source of water for the North Coast. Hence ensuring the good quality of the headwaters of this river is important in the prevention of serious water supply problems which would have a negative impact on the region’s economy.

17 Mvoti River Mvoti The headwaters of this major river are located in uMshwathi Local Municipality. 18 Sundays Portions of this catchment occur within the Mpofana Local Municipality. Henley Dam Dam Mgeni Not used for storage purposes and only used as a recreational dam. The water quality is not very good.

Source: Umgeni Water, May 2007

75

Map 5: Water Resources in the District

Map above shows the location of all existing and proposed dams as well as the strategic quaternary catchments in the District. It also shows the strategic areas and the headwaters of the different catchments. The correct management of these resources is obviously important, and appropriate policies need to be included in the SDF of the District, and perhaps more importantly, the SDF’s of the local municipalities. There should be a

76

balance between the need to protect and manage these resources and appropriate levels of development, to ensure the sustainable and affordable supply of water.

Figure 8: Source of Water

15.7

16.5

4.75.6

34.6

4.3 0.0 7.5

0.0

3.8

2.6

0.8 2.7

0.4

0.9

No Access to Pipe

Pipe water(dwell)

Pipe water( yrd)

Pipe water<200m

Pipe water>200m

Regional Local Sch

Borehole

Spring

Rain-water tank

Dam/pool/stagnant

River/stream

Water vendor

Other

Not Applicable Src

Source: MDB 2006

Comparison of the quality of life survey results with the 2001 census data reveals some disparities in statistics with more than 32% of the district population have water within a 200m radius in terms of 2001 census data. 35% of the population obtains water from the regional/local water scheme. This situation seems to have improved as the survey reveals that about 47% of the district population has piped and pressured water within their yards. However, delivery of water in accordance with the government standards remains a key challenge for the district, particularly in rural municipalities such as Umshwathi, Mkhambathini and Impendle.

77

SPATIAL ANALYSIS The uMgungundlovu District Municipality is located in the Kwazulu Natal Midlands on a major transport route or corridor (N3) which serves as link between eThekwini and Gauteng. Such location creates numerous locational benefits and strengthens economic growth. The district comprises of seven local municipalities some of which are rural. Significant centres that are important at a district and provincial level are Pietermaritzburg and Howick, they have high order and diverse economic activity, tertiary education, diverse residential settlement and hospitals. These centers provide functional links in terms of hierarchy for corridors. The district is served by an extensive road network which allows for easy access which in turn leads to a comparative advantage in terms of economic development. The Spatial Development Framework suggests the hierarchy of access in terms of corridors including:

• The primary Provincial Priority Corridor being the N3 freeway, • The primary corridors R617 Howick –Boston- Underberg,R603Camperdown-Umbumbulu- South Coast and Msunduzi- Boston-Underberg

( P7-2) • Secondary Corridors being Howick –Mooi River (R103), Mooi- Greytown (R622)and Albert falls-Wartburg- North Coast (R641)

The continuation of these routes connects the district’s main centres to adjacent districts and urban centres. Most of these roads linking to the district have a provincial status and further provide vital links in order to realize the tourism potential of the district. The most significant areas of relative need are the traditional areas, which are characterised by few employment opportunities, inadequate

services and poor agricultural potential. There are some exceptions, as well as wide disparities between the service levels and degree of

accessibility of different rural settlements in these areas.

78

SECTION C.

DEVELOPMENT STRATEGIES

79

VISION STATEMENT

“uMgungundlovu District Municipality will evolve into a dynamic Metropolitan area, spreading its vibrant economic benefits to all

its citizens and places and will, through concerted integrated development and service delivery, realize improvements in the

overall quality of life”

MISSION STATEMENT The uMgungundlovu District Municipality will through sound governance

and community participation ensure the provision of equitable and sustainable services and economic growth

80

UMGUNGUNDLOVU DISTRICT MUNICIPALITY IS GUIDED BY

BATHO PELE PRINCIPLES

CONSULTATION You can tell us what

you want from us.

You will be asked for your views on existing

public services and may also tell us what new

basic services you would like. All levels of

society will be consulted and your feelings

will be conveyed to Ministers, MECs and

legislators.

THE PRINCIPLE

You should be consulted about the level and

quality of the public services you receive and, wherever possible, should be given a

choice about the services that are offered.

SERVICE STANDARDS

Insist that our promises are

kept.

All national and provincial government

departments will be required to publish

service standards for existing and new

services. Standards may not be

lowered! They will be monitored at least

once a year and be raised progressively.

THE PRINCIPLE

You should be told what level and quality

of public services you will receive so

that you are aware of what to expect.

ACCESS One and all should get

their fair share.

Departments will have to set targets for

extending access to public servants and

public services. They should implement

special programmes for improved service

delivery to physically, socially and culturally

disadvantaged persons.

THE PRINCIPLE

You and all citizens should have equal access

to the services to which you are entitled.

COURTESY Don’t accept insensitive treatment.

All departments must set standards

for the treatment of the public and

incorporate these into their Codes of

Conduct, vales and training

programmes. Staff performance will

be regularly monitored, and

discourtesy will not be tolerated.

THE PRINCIPLE

You should be treated with courtesy

and consideration

INFORMATION You’re entitled to full

particulars.

You will get full, accurate and up-to-date

facts about services you are entitled to.

Information should be provided at service

points and in local media and languages.

Contact numbers and names should appear in

all departmental communications.

THE PRINCIPLE

You should be given full, accurate information

about the public services you are entitled to

receive.

OPENNESS AND

TRANSPARENCY Administration must be

an open book.

You’ll have the right to know. Departmental

staff numbers, particulars of senior

officials, expenditure and performance

against standards will not be secret.

Reports to citizens will be widely published

and submitted to legislatures.

THE PRINCIPLE

You should be told how national and

provincial departments are run, how much

they cost, and who is in charge.

Information

Information

Information

REDRESS Your complaints must spark

positive action.

Mechanisms for recording any public

dissatisfaction will be established and

all staff will be trained to handle your

complaints fast and efficiently. You will

receive regular feedback on the

outcomes.

THE PRINCIPLE

If the promised standard of service is

not delivered, you should be offered an

apology

VALUE FOR MONEY

Your money should be

employed wisely.

You pay income tax, VAT and other

taxes to finance the administration of

the country. You have the right to

insist that your money should be used

properly. Departments owe you proof

that efficiency, savings and improved

service delivery are on the agenda.

THE PRINCIPLE

Public services should be provided

economically and efficiently in order to

give you the best possible value for

money.

81

5

In t ro d u c t io n – O u r L o c a l M u n ic ip a l it ie su M sh w a th i M u n ic ip a lit y ( K Z 2 2 1 ) u M sh w a th i M u n ic ip a lit y ( K Z 2 2 1 )

P o p u la t io n :1 3 0 5 8 2

M s u n d u z i M u n ic ip a lit y ( K Z 2 2 5 )M s u n d u z i M u n ic ip a lit y ( K Z 2 2 5 )P o p u la t io n : 5 2 4 9 4 8

M k h am b a th in i M u n ic ip a lit y ( K Z 2 2 6 )M k h am b a th in i M u n ic ip a lit y ( K Z 2 2 6 )

P o p u la t io n : 4 5 0 4 0

R ic h m o n d M u n ic ip a lit y ( K Z 2 2 7 ) R ic h m o n d M u n ic ip a lit y ( K Z 2 2 7 )

P o p u la t io n : 6 2 0 9 0

Im p e n d le M u n ic ip a lit y ( K Z 2 2 4 ) Im p e n d le M u n ic ip a lit y ( K Z 2 2 4 ) P o p u la t io n : 3 6 7 0 6

u M n g en i M u n ic ip a lit y ( K Z 2 2 2 )u M n g en i M u n ic ip a lit y ( K Z 2 2 2 )P o p u la t io n :6 9 7 4 0

M p o fa n a M u n ic ip a lit y ( K Z 2 2 3 )M p o fa n a M u n ic ip a lit y ( K Z 2 2 3 )

P o p u la t io n :2 5 8 1 5

82

The development strategies of the uMgungundlovu District Municipality are developed and structured according to the 5 National Key Performance Areas of the Five Year Local Government Strategic Agenda. A sixth key performance area: Social Development and Special programmes have been added.

1. INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION

2. BASIC SERVICE DELIVERY

3. LOCAL ECONOMIC DEVELOPMENT

4. MUNICIPAL FINANCIAL MANAGEMENT AND VIABILITY

5. GOOD GOVERNANCE AND PUBLIC PARTICIPATION

6. SOCIAL DEVELOPMENT AND SPECIAL PROGRAMMES

83

KEY PERFORMAANCE AREA 1: INSTITUTIONAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT

POWERS AND FUNCTIONS OF UMGUNGUNDLOVU DISTRICT MUNICIPALITY

Function

District

Electricity Reticulation District is not performing the function due to Financial Constraints & because electricity Supply is done by Eskom

Fire Fighting Services District is performing the function to 6 LM’s Local Tourism District is performing the function Municipal Airports This is a district function which is current performed by Msunduzi LM

Municipal Planning District and locals are performing the function Municipal Public Transport District is performing the function Portable Water District is performing the function to 6 LM’s as @ 1/07/07 Sanitation District is performing the function to 6 LMs as @ 1/07/07 Cemeteries and Crematoria (Public Works)

District is performing the function

Municipal Market District is not performing the function Municipal Abottoirs No function in this district Municipal Roads District is performing the function Refuse Removal and Solid Waste District is performing the function, seeking clarity from dplg on dispute between district and LMs

Environmental Health Not performed due to Financial Resources Sewage District is performing the function

84

Table 59: Status of Powers and Functions MBD Code

Municipality Name

MBD 2002/2003 Recommendation to MEC

2003/2004 Recommendation

to MEC


to MEC


to MEC


to MEC DC 22 uMgungundlovu

District Municipality

The following Schedule 4 Part B powers and functions or aspects thereof in the local municipalities indicated in brackets: Local Tourism (KZ 227) Fire Fighting (KZ221, KZ222,KZ223,KZ224,KZ227)

Remove: Schedule 4 Part B: Local Tourism ( KZ 227)

No Change No Change No Change

KZ221 uMshwathi Municipality

No district functions allocated to the local municipality to perform in its local area

No Change No Change No Change No Change

KZ222 uMngeni Muncipality



KZ223 Mpofana Municipality



KZ224 iMpendle Municipality



KZ225 Msunduzi Municipality

84(1)(h)- municipal airports 84(1)(k)- fresh produce markets and abbaitoirs 84(1)(n)-muncipal public works relating to the above functions


KZ226 Mkhambathini Municipalty



KZ227 Richmond Municipality



Source:DC22 Capacity Assessment Report on Municipal Functions - MDB 2006/07 DC22 has had a decrease in the number of function it performs from 12 in 2002 to just seven in 2006-yet staff increased from 153 in 2002 to 216 in 2006, and therefore staff budget increased from 28.44% during 2005/06 financial year to 40.98% during the year 06/07. KZ221performed 24 functions in 2004 although this has dropped to only nine functions in 2006. KZ222 performs the most number of functions out of all the local municipalities at 33 functions in 2006. KZ223 has remained fairlysteady in the number of functions performed since 2002 and performed a total of 20 functions in 2006. KZ224 has had a huge increase in the number of functions performed in

85

2006, from eight in 2005 to 25 in 2006. KZ225 performed 16 functions in 2006 while KZ225 performed only ten. KZ227 has had a steady increase in the number of functions performed since 2002 and was performing 27 functions in 2006. It would appear that the following functions are either not or are poorly performed within the district: • Municipal airport • Municipal public transport • Pontoons and ferries • Fencing and fences • Municipal abattoirs • Pounds

86

Table 60: Comparison between Number of Functions Performed

MBD Code

Municipality Name

2002 2003 2004 2005 2006

Number Performed

% Performed

Number Performed

% Performed

Number Performed

% Performed

Number Performed

% Performed

Number Performed

% Performed

DC 22 uMgungundlovu District Municipality

12 35.29% 8 23.53% 8 23.53% 8 23.53% 7 18.42%

KZ221 uMshwathi Municipality

17 50.00% 22 64.71% 24 70.59% 14 41.18% 9 23.68%

KZ222 uMngeni Muncipality

29 85.29% 29 85.29% 25 73.53% 27 79.41% 33 86.84%

KZ223 Mpofana Municipality

21 61.76% 19 55.88 21 61.76% 21 61.76% 20 52.63%

KZ224 iMpendle Municipality

13 38.24% 15 44.12% 15 44.12% 8 23.53% 25 65.79%

KZ225 Msunduzi Municipality

23 67.65% 23 67.65% 28 82.35% 26 76.47% 26 68.42%

KZ226 Mkhambathini Municipalty

11 32.35% 19 55.88% 9 26.47% 12 35.29% 10 26.32%

KZ227 Richmond Municipality

20 58.82% 23 67.65% 20 58.82% 25 73.53% 27 71.05%

Source:DC22 Capacity Assessment Report on Municipal Functions - MDB 2006/07

87

Figure 10: Number of Functions Performed with Some Capacity in 2002, 2003, 2004, 2005 and 2006.

Number of Functions Performed with some Capacity in 2003 to 2006

0

5

10

15

20

25

30

35

DC 22 KZ221 KZ222 KZ223 KZ224 KZ225 KZ226 KZ227

No o

f Functions

2002 2003 2004 2005 2006

Source:DC22 Capacity Assessment Report on Municipal Functions - MDB 2006/07

88

ORGANISATIONAL STRUCTURE AND POPULATION OF ORGANOGRAM (FILLED POSITIONS)

DEPARTMENT/BUSINESS UNITS

PERMANENT STAFF

CONTRACT STAFF

OTHER TOTAL

1.Municipal Manager’s office

• Municipal Manager • Office of the Mayor • Special Programme,

Intergovernmental Relations. • PIMS • PMS • Internal Audit • Water Services Authority

- 3 - - 3 1 2 5

1 16 4 - - - - -

2 106

5 19 4 - 3 1 2 111

2. Corporate Services

• Human Resources • IT • Administration and SG

- 6 Outsourced 28

- - - 11

- - - -

- 6 - 39

3. Community Services

• LED • Tourism • Disaster • Fire Services • Environmental Health

1 3 3 4 77 -

1 - - 35 26 5

- 2 3 3 39 102 5

4. Technical Services 16 - 1 intern 17 5. Financial Services

• Income • Budget • Expenditure • Supply chain

management

1 16 2 5 2

1 - - - 1

- - 1 intern - -

2 16 3 5 3

GRAND TOTAL 179 101 2 388

89

uMGUNGUNDLOVU DSTRICT MUNICIPALITY: PROPOSED MACRO STRUCTURE

Municipal Manager (0)

Department of Community

Services

Strategic Exec Manager (2)

Department of Economic Development


Department of Technical

Services


Department of Water and Sanitation Services


Department of Corporate Services


Department of Financial

Services


90

POLICIES

POLICY & DEPARTMENT BRIEF SUMMARY OF PLAN AND ITS IMPLEMENTATION STATUS

FOCUS FOR 2008/09

OFFICE OF THE MUMICIPAL MANAGER

Legal Representation for Councillors.

Vehicle Policy

Policy at draft stage To finalise and implement

FINANCIAL SERVICES

INCOME UNIT Credit Control and Debt Management Policy

policy document has been workshoped to councillors awaiting approval of a final document.

implementation of a policy and review if necessary.

Tariff Policy policy document has been workshoped to councillors awaiting approval of a final document

implementation of a policy and review if necessary.

BUDGET AND REPORTING UNIT Budget Policy

Assets Management Policy

91


FOCUS FOR 2008/09

EXPENDITURE UNIT

Project Management

Petty Cash

Payroll Policy

Creditors and Payments Policy

CORPORATE SERVICES

HUMAN RESOURCES

• Labour Relations and Business

Plan adopted and implemented To implement policy and review if necessary

• Employment policy


• Ethics Policy Plan adopted but not yet implemented To implement policy and review if necessary

• Staff Bursary Policy


92


FOCUS FOR 2008/09

• External Bursary Policy Plan adopted and implemented To implement policy and review if necessary

• Training and Development


• Acting policy Plan adopted and implemented To implement policy and review if necessary

• Secondment policy

•


• HIV and AIDS (in the workplace) Policy

Policy still in a draft form Council to approve policy

• Agreement on essential Services Policy

•

Policy adopted but not yet implemented To implement policy and review if necessary

• Occupational Health and Safety Policy


• Employee Assistant Programme Policy

Policy adopted but not yet implemented To implement policy and review if necessary

• Recruitment Policy


Sexual Harassment policy Policy still in a draft form To approve and implement policy

• Gender Equity Policy

Policy still in a draft form To approve and implement policy

93


FOCUS FOR 2008/09

• Induction policy

Policy partly implemented To implement policy fully

• Placement policy

Plan adopted and implemented To implement policy

94

DEPARTMENT:

OFFICE OF THE MUNICIPAL MANAGER

DIVISION PIMS STRATEGIC FOCUS AREA IDP

Objectives Strategies KPIs Programmes

and / or Projects

Budget required to

achieve target Responsibility

Target dates for inputs

To spearhead the co-ordination of the IDP preparation and implementation

Workshop Managers on IDP

Increased accurate input by business units

50 000 EM:PIMS Continuous

Develop and Distribute templates to business units

Standardized inputs

Nil

EM:PIMS Continuous

Develop and distribute IDP Implementation Analysis templates

Ability of business units to identify issues for strategies development as well as to determine budget required to cover the backlogs

Nil

EM:PIMS July 2008

Include strategic partners in the IDP Process

• Aligned Programmes with service providers, parastatals and

45 000 EM:PIMS Continuous

95

government departments

• Alignment meetings and workshops

Working in close collaboration and sharing of resources with the PMS Unit

Aligned IDP & PMS

Nil

EM: PIMS

Continuous

To ensure alignment of IDP, budget and PMS

• Budget informed by IDP

• SDBIPs

Nil

EM:PIMS

Continuous

To provide Corporate Strategic and IDP support to deserving local Municipalities

Distribute limited HR and Technical resources to Local Municipality

support to Local Municipalities on IDP by PIMS staff

Nil

EM:PIMS

Continuous

Attendance of IDP engagements by district municipality

Nil

EM:PIMS

Continuous

To ensure timeous submission of IDPs by local municipalities

Submission of IDP on stipulated deadline

Nil

EM:PIMS

Continuous

To ensure alignment of IDP, budget and PMS

• Budget informed by IDP

• SDBIPs

Nil

EM:PIMS

Continuous

To ensure legislative

Adherence to process plans

EM:PIMS Continuous

96

compliance by Local Municipalities

and deadlines

To ensure learning and sharing within the district

Co-ordinate functional forums

EM:PIMS Continuous

IDP alignment meetings and workshops

Continuous

97

INPUTS TO THE 2008 / 2009 IDP

DEPARTMENT: OFFICE OF THE MUNICIPAL MANAGER

DIVISION: PERFORMANCE MANAGEMENT

KEY PERFORMANCE AREA: GOOD GOVERNANCE AND PUBLIC PARTICIPATION

Objectives Strategies KPIs Programmes and / or Projects

Budget required to

achieve target

Outputs (Specific,

measurable, attainable,

realistic and time related)

Inputs Responsibility Target dates

for inputs

To improve the overall performance of the District Municipality

Continue striving towards becoming fully compliant in all areas of Performance Management

Fully compliant Organisational Performance Management System implemented

Performance Management

R 500,000 Fully compliant Organisational Performance Management System implemented by 30 June 09

Review Policy Framework

M: PM 30-Jul-08

Develop and submit Organisational scorecards (SDBIPs)

M: PM 25-Jul-08

98

Coordinate the submission of performance reports, including:

M: PM Monthly, quarterly and annually

Monthly Reports

M: PM Monthly

Quarterly Reports

M: PM Quarterly

Annual Report M: PM 31-May-09

Fully compliant Individual Performance Management System implemented


R 0 Fully compliant Individual Performance Management System implemented by 30 June 09

Review and submit Performance Agreements for Section 57 employees

M: PM 30-Jul-08

Review Individual Performance Plans of all Managers

M: PM 30-Jul-08

99

Provide advice and support during the appraisal of Managers

M: PM As required

Support provided to local municipalities


R 10,000 Support provided to local municipalities on request

Develop Organisational Performance Management Systems

M: PM As required

Develop Individual Performance Management Systems

M: PM As required

Provide advice and support on PM related matters

M: PM As required

100

Implemented team based non-monitory Service Excellence Awards Scheme

The Awards Scheme must be strictly focused on the improvement of service delivery and should be based on the implementation of the Batho Pele Project

R 500,000 Implemented team based non-monitory Service Excellence Awards Scheme 30 July 09

Conduct research

M: PM 30-Jul-09

Develop Policy Document

M: PM 30-Jul-09

Develop Process Plan setting out assessment criteria and process to be followed

M: PM 30-Jul-09

Administer the assessment and judging process

M: PM 30-Jul-09

101

Facilitate the development of trophies

M: PM 30-Jul-09

Arrange a prestigious awards ceremony

M: PM 30-Jul-09

Total budget R 1,010,000

102

DEPARTMENT: OFFICE OF THE MUNICIPAL

MANAGER

DIVISION: INTERNAL AUDIT STRATEGIC FOCUS AREA:

REGULATORY AUDIT & PERFORMANCE AUDIT

Objectives Strategies KPIs Programmes and/or Projects

Budget required to achieve target

Outputs Inputs Responsibility


REGULATORY AUDIT • To provide

additional assurance regarding the quality and reliability of the financial information.

• To review the

adequacy of internal controls, polices and procedures and ensure compliance with legislation.

• To ensure that

risk management is implemented and monitored.

• Capacitate Internal Audit Unit with adequate resources and staff.

• Acquire the

necessary skills, equipment and/or

• Final audit reports submitted to Audit Committee

• Final audit

report submitted to Audit Committee

• Adoption &

Implementation of Risk Management Policy

Audit assignments as per approved Internal Audit Plan Risk Management policy in place

+/- R1,3m (Salaries for 5 new employees p.a.) +/- R25K (Office equipment)

• Quarterly internal audit reports

Risk assessment report

Adequate Human and capital resources Filling of critical posts in the Internal Audit Unit

EM: Internal Audit, Internal Auditors Senior Management, EM: Internal Audit

Implementation of approved organogram Annually Implementation of

103

• To ensure that a

Fraud Prevention Plan is developed and implemented.

• To introduce a

fraud reporting mechanism i.e. fraud hotline.

• To ensure

departmental growth and value added services.

software • Develop a

fraud prevention plan

• Budget for

specialized services

• Recruit specialists at competitive salary packages

• Recruitment of

suitably qualified individuals will relevant expertise

• Approved

Fraud Prevention Plan

• An effective

fraud hotline in use

• Effective

Forensic Audit and Computer Audit units

• Draft fraud policy • Arrange

workshops • Distribute to

management for comments

• Obtain approval • Workshops and

fraud awareness campaigns

• Advertise the fraud hotline number.

• Advertisement of

posts.

+/- R150K (audio and Computer equipment +/- R 900K (Salaries for 4 new employees)

An approved Fraud Prevention Plan An effective fraud hotline Appointment of suitably qualified individuals

Adequate Human and capital resources Adequate budgeting for required posts Adequate budgeting for required posts

All departments, EM: Internal Audit Senior Management, EM: Internal Audit Senior Management, EM: Internal Audit

approved organogram. Implementation of approved organogram Implementation of approved organogram

104

PERFORMANCE AUDIT

• To ensure functionality of the municipality’s performance management system.

• To ensure that

the municipality’s performance management system complies with the Municipal Systems Act.

• To assess the

extent to which performance measurements are reliable in measuring performance against performance indicators and performance targets.

• Capacitate Internal Audit Unit with adequate resources and staff.

• Design a

mechanism, system to audit the result of performance measurement

• Develop

performance Audit programs

• Quarterly audit reports submitted to Audit Committee

Quarterly audit reports submitted to Audit Committee

• Quarterly audit of PMS

Quarterly audit of PMS

Quarterly Internal Audit reports on PMS Quarterly Internal Audit reports on PMS

• Human and capital resources • Performance reports Human and capital resources, performance reports

• Heads of departments, EM: Internal Audit, PMS Audit Officer Heads of departments, EM: Internal Audit, PMS Audit Officer

Quarterly Quarterly

105

DEPARTMENT: COMMUNITY SERVICES

DIVISION: DEVELOPMENT PLANNING

STRATEGIC FOCUS AREA: DEVELOPMENT PLANNING MONITORING AND REPORTING


and / or Projects

Budget required to

achieve target

Outputs (Specific,



Inputs Responsibility Target dates for

inputs

To strengthen the Spatial Development Framework by highlighting significant nodes that require promotion in the District and ensuring that they have a specific land development focus.

Alignment on an ongoing basis of the LUMS and the SDFs of the LMs to the District SDF review process

Implementation of the SDF and recommendations.

Ensuring all developments or activities are inline with the District SDF.

None

Coordinated and aligned development throughout the District.

Assist LMs with the alignment of their SDFs with the District SDF

Chief Town and Regional Planner

Ongoing

To promote environmental sustainability in the District and protection of the natural environment

Environmental principles applied to all plans and proposals within the District Municipality. Regulate developmental activities by providing comments on all development proposals

Review of the District Integrated Environmental Management Plan.

District Intergrated Environmental Management Plan. Create awareness programes fro protection of the environment.

450.000.00

Review of the District Integrated Environmental Management Plan by March 2009.

Ensure that Environmental issues are addressed at District and LMs level, during the review of the Integrated Environmental Management Plan. Consult stakeholders


March 2009

106

on the Plan and refine where necessary. Appoint Environmental conservation Officer to implement the Plan. Implement the Plan

To facilitate and coordinate the provision of appropriately located and serviced housing throughout the District

Provide Town Planning advice in housing developments

All housing developments suitably located on serviced land to prevent informal settlements.

Facilitation and coordination of housing development throughout the District Municipality.

All housing developments in all LM to be suitably located and aligned to the District SDF and the Land Assessment for Housing Development Study.

Constantly monitor the implementation of the recommendations of the Land Assessment for Housing Development Framework


Ongoing

To facilitate and coordinate land reform in the District

Provide Town and Regional Planning input to all land reform matters within the District

Communities settled in appropriate areas in terms of the District sector plans

Land reform

All developments/ projects resulting from land reform in line with Area Based Plans.

Provide input and support to the Dept of Land Affairs


June 2008

To identify potential areas that can be developed for residential, offices and industrial purposes.

Undertake a detailed analysis of land and infrastructure for the entire district

District Wide land and infrastructure audit

450.000.00

Framework indicating the status of land and infrastructure within the District.

Ensure that all land audit of the Local Municipalities are incorporated to the District's land and infrastructure audit framework.


March 2009

107


DIVISION: DEVELOPMENT PLANNING

STRATEGIC FOCUS AREA: GIS


and / or Projects

Budget required to

achieve target

Outputs (Specific,

measurable, attainable, realistic and time related)


for inputs

1. Support decision-makers at all levels with access to accurate information

Enhance and make GIS data and tools easily accessible to staff in various departments and to external users and decision makers • Update and enhance the GIS data model so that it supports future enterprise-wide access, development, maintenance and solutions

•hardware updates • software migration 8.2 to 9.1 • revision of database model •geodatabase migration from 8.2 to 9.1

Systems Rollout

R 100 000

Hardware and Software System Installed, Configured and Operational

• Server Software migration from ArcGIS 8.2 to ArcGIS 9.1 • User Software migration from ArcGIS/SDE 8.2 to ArcGIS 9.1 • ArcIMS 5 Software Migration to Version 9 and improve Intranet Site with respect to GIS portal

Senior GIS Officer/Division/Service Provider

Dec 2007 – June 2008

108

Improve methods for generating maps and map books to increase efficiency and timeliness of service Continue development and maintenance on the enterprise-wide inventory of GIS software, data and applications Hold regular meetings with strategy staff to ensure that GIS is on track to meet needs and to support projects of the District Provide GIS training to District staff on GIS data and applications

• Migrate existing SDE 8.2 Geodatabase & Applications to SDE 9.1 Geodatabase Model • Standardise GIS Software Versions and Maintenance & Service Level Agreement Implementation • Acquire Software (Arcpublisher Mapping Application) for advanced user mapping analysis

109

2. Maintain up-to-date information on internal produced spatial datasets, assets and infrastructure

Maintain catalogue (Metadata) of data and information available in GIS Update District GIS data and implement maintenance plan to keep information in GIS current Update and enhance the GIS

• infrastructure data updates and maintenance plan • land use management systems (LUMS) data collection and management • tourism assets database acquisition and GIS integration • water infrastructure assets database acquisition and gis integration • orthophoto updates

Data Management

None

Databases designed and setup up for updating and capture. Integrated into District's Network for Accessibility and operations

• Utility Data Updates (Water, Infrastructure etc.) and Maintenance Plan • Base map, Cadastral and external data updates • Orthophoto Data Update Plan • Update map compositions on the ArcIMS Intranet Site

Senior GIS Officer/Division/ Internal Cap

July 2007 and ongoing

110

data model so that it supports enterprise-wide access, maintenance and solutions Develop data collection, creation, submission and storage standards to ensure GIS information is accurate and consistent Develop and maintain an enterprise-wide inventory of GIS software, data and applications

• Land Use Management Systems/Zoning Map Creation • Create GIS Data Standards and Metadata •Departmental Data Set Development, Integration and Management Support

111

3. Promote and support the use of technology to enable an efficient and effective business process

• Make GIS data and tools easily accessible to staff in various departments and external decision makers • Develop customised GIS tools to meet Departmental needs

• new viewing and analysis software rollout and gis training • review of internet mapping on www.umdm.gov.za

Systems Support & Improvements

R 100 000

Successful Installation and Training of various GIS desktop software applications

• Services Model Development for GIS • Cooperation and partnership development with Local Municipalities and Provincial

112

• Improve tracking of District projects that contribute information to or require information from the GIS database to improve communication and data sharing among departments • Hold regular meetings with strategy staff to ensure that GIS is on track to meet needs and to support projects of the District • Provide GIS training to staff on GIS data and applications

GIS Department (DIS DTLGA) • Field Applications (GPS/GIS) • Create Data Use / Licensing Agreement • Level 1 GIS Training and Support to Local Municipality Users • ArcIMS Intranet/Internet Site Development • Service Level Agreement Implementation • Standardize GIS Software Versions and Maintenance

4. Provide customised mapping, analysis and reporting solutions

Update and enhance the GIS data model so that it supports future enterprise-wide access, development,

• internet mapping software (arcims) configurations and application

GIS Products Support

R 25 000

Successful server based Installation, training on use of Internet based GISProvide

• Server Software migration from ArcGIS 8.2 to ArcGIS 9.1

Senior GIS Officer/Division/Service Provider

Dec 2007- June 2008

113

maintenance and solutions Develop customised GIS tools to meet Department needs

setups • review district business process modelling and interdepartmental data documentation (knowledge management)

report on Business process and Interdepartmental data documentation

• User Software migration from ArcGIS/SDE 8.2 to ArcGIS 9.1 • ArcIMS 5 Software Migration to Version 9 and improve Intranet Site with respect to GIS portal • Migrate existing SDE 8.2 Geodatabase & Applications to SDE 9.1 Geodatabase Model • Standardise GIS Software Versions and Maintenance & Service Level Agreement Implementation

114

• Acquire Software (Arcpublisher Mapping Application) for advanced user mapping analysis

5. Improvements to developing, implementing and maintaining data standards

• Update and enhance the GIS data model so that it supports future enterprise-wide access, development, maintenance and solutions • Develop data collection, creation, submission and storage standards to ensure GIS information is accurate and consistent • Develop and maintain an enterprise-wide inventory of GIS software, data and applications

• revision of database model • review data standards and ongoing metadata capture

Database Management

R 75 000

Develop sustainable scalable corporate GIS database (Geodatabase) Populate 9.2 ver geodatabase with updated Metadata

• Orthophoto Data and Update Plan • Shared Services Model Development for GIS • Review Cooperation and partnership development with Local Municipalities and Provincial GIS Department (DIS DTLGA) • Create Data Use / Licensing Agreement • District Business Process Modelling

115

and Interdepartmental Data Documentation (Knowledge Management)) • Digital Submittal Standard for Web Development and Access • Create GIS Data Standards and Metadata for internal/ external access and reporting

6. Administer program in a cost-effective and secure manner

• Monitor GIS costs, data distribution and map production costs to other agencies, businesses and public

• create cost savings/recovery plan • create data use/licensing agreement

Project Management & Costing

None

Create the various supporting documents and seek approval as internal policy

116

KEY PERFORMANCE AREA 2: BASIC SERVICES DELIVERY AND INFRASTRUCTURE

DEPARTMENT: TECHNICAL SERVICES

DIVISION: STRATEGIC FOCUS AREA ACCESS TO EMETERIES AND CREMATORIA

Objectives Strategies KPIs Programme

s and / or Projects

Budget required to

achieve target

Outputs (Specific,




for inputs

Cemetaries and crematoria:To continue implementing the Council's Integrated Cemetaries and Crematoria Policy (ICCP

Follow a phased appraoch to implement the ICCP

Completion of project and handed over to LM Completion

Trust Feed Cemetery construction - retention payment

74 637.08

Upgrade cemeteries

Achieve all activities for the upgrade of cemeteries

M: MF 30-Jun-08


Construct new Cemetery for Mpofana Municipality

886 522.73

Upgrade cemeteries

117


DIVISION: STRATEGIC FOCUS AREA ACCESS TO EMETERIES AND CREMATORIA


s and / or Projects

Budget required to

achieve target

Outputs (Specific,




for inputs


Co fund construction of Cemetery Extension at Mpophomeni Cemeteries

500 000.00

Upgrade cemeteries


Roads upgrade - Umsunduzi Municipality Cemetery

1 743 265.00

Upgrade cemeteries


Fencing at Impendle Municipality 92 950.00

Upgrade cemeteries

118


DIVISION: STRATEGIC FOCUS AREA ACCESS TO ELECTRICITY


s and / or Projects

Budget required to

achieve target

Outputs (Specific,




for inputs

phased appraoch to provide bulk Electricity

Completion of project and handed over to Eskom

Schools electrification programme

500 000.00

Achieve all activities for the provision of bulk electricity.

Provide bulk Electricity

M: EF 30-Jun-08


Bulk - Embo Thumini

1 300 000.00


M: EF 30-Jun-08

119


DIVISION: STRATEGIC FOCUS AREA ACCESS TO ELECTRICITY


s and / or Projects

Budget required to

achieve target

Outputs (Specific,




for inputs

Approval of Plan by Council

Review of ESDP

340 000.00


M: EF 30-Jun-08


Increase in cost of Loteni electrical

260 000.00


M: EF 30-Jun-08

120


DIVISION: STRATEGIC FOCUS AREA ACCESS ROADS AND STORMWATER


s and / or Projects

Budget required to

achieve target

Outputs (Specific,




for inputs

Roads and stormwater: To implement the Council's and Municipal Infrastructure Grant (MIG) funded roads and stormwater projects

Follow the project cycle until project closure and handover

Completion of project and handed over to DOT

Construction of D1017

3,771,052.00

Construction of Road

Achieve all activities for the construction of District Road

M: MF 30-Jun-08




5,332,441.00



M: MF 30-Jun-08

121




s and / or Projects

Budget required to

achieve target

Outputs (Specific,




for inputs



Mooi River Village roads



M: MF 30-Jun-08



Mooi River Taxi Rank

7,179,465.00



M: MF 30-Jun-08



Upgrading roads in Nxamalala

3,811,410.00



M: MF 30-Jun-08



Upgrading roads in Basotho

0.00 Construction of Road


M: MF 30-Jun-08

122




s and / or Projects

Budget required to

achieve target

Outputs (Specific,




for inputs



Upgrading Embo Thumini roads

0.00 Construction of Road


M: MF 30-Jun-08



Hopewell roads and stormwater

820,604.00 Construction of Road


M: MF 03-Jul-08

123


DIVISION: STRATEGIC FOCUS AREA SOLID WASTE REMOVAL


s and / or Projects

Budget required to

achieve target

Outputs (Specific,




for inputs


Commissioning of acitivies that enable the smooth implementation of the Waste function

Construct Perimeter Road -New England Road Landfill Site

950,000.00

Construction of Road withinset standards

Achieve all activities for the construction of Road

M: MF 30-Jun-08



Landfill Operators Training and Mentoring Project

100,000.00 Effective functioning of Landfill Site

Achieve all activities for effective implementation of Waste Function

M: MF 30-Jun-08

124




s and / or Projects

Budget required to

achieve target

Outputs (Specific,




for inputs



External Audits of Landfill Sites

400,000.00

Ensuring that Landfill Sites and managed and guided by Legislation


M: MF 30-Jun-08



Improving Equipment on Landfill Sites

1,800,000.00

Effective functioning of Landfill Site


M: MF 30-Jun-08



Develop uMshwathi Landfill Site

Provide and local Land fill site


M: MF 30-Jun-08

125




s and / or Projects

Budget required to

achieve target

Outputs (Specific,




for inputs



Close Hilton Landfill Site

1,500,000.00

Closure implemented as per legal guidelines


M: MF 30-Jun-08



Leachate Study - New England Road

11,400.00



M: MF 30-Jun-08



Airspace Study - New England Road Landfill Site

20,000.00



M: MF 30-Jun-08

126




s and / or Projects

Budget required to

achieve target

Outputs (Specific,




for inputs



Refuse Collection Projects

0.00

Effective functioning of Waste Function


M: MF 30-Jun-08



IWMP Review

800,000.00

Inform the Waste function in terms of current legislation and procedures


M: MF 30-Jun-08



Airspace and State of Leachate at the uMngeni Landfill Site

30,000.00



M: MF 30-Jun-08

127




s and / or Projects

Budget required to

achieve target

Outputs (Specific,




for inputs



Development of a District Landfill Site

600,000.00

Effective implementing the Waste function


M: MF 30-Jun-08



Installation of Weighbridges and Software on Landfill Sites

550,000.00

Effective functioning of Landfill Site and making self financially self sustaining


M: MF 30-Jun-08



Construction of Offices on Currys Post Landfill Site

350,000.00



M: MF 30-Jun-08

128




s and / or Projects

Budget required to

achieve target

Outputs (Specific,




for inputs



Feasibility into the development of Hazardous Cell on the New District Landfill Site

200,000.00



M: MF 30-Jun-08



Closure of Mpofana Landfill Site and Construction of Waste Transfer Station

800,000.00 Closure in terms of legislation


M: MF 30-Jun-08



Transfer of Waste Disposal Function to the UMDM from LM's.

300,000.00



M: MF 30-Jun-08

129

DEPARTMENT:


DIVISION: WSA

KPA: SANITATION


and / or Projects

Budget required

to achieve target

Outputs (Specific,




for inputs

: Ensure access to efficient; affordable and sustainable water services for all consumers.

Identify communities without basic sanitation and implement projects to address the need.

To eradicate all the sanitation backlog by the year 2010 as per deadline by the government

Swayimane 6&9 Swayimane 10 Swayimane 11 Stoffelton Emakholweni Ndaleni Magoda Mvotislopes Inhlazuka

R77, 324 000 000.00

To have all the projects finished and every household within a district having a basic sanitation infrastructure by the year 2010

To have implementing agents helping the district in delivering the service efficiently and effectively.

Executive Manager: Water Services Authority

2010

To plan for delivery of sanitation service to the people.

To have WSDP re-done, so as to ensure proper planning for sanitation services.

To have a finished and reliable WSDP

Tender stage R1, 500 000.00

To have a finished and reliable WSDP

To have contributions from all stakeholders in compilling WSDP i.e. local municipalities, departments, communities etc.


December 2008

130

DEPARTMENT:


DIVISION: WSA

KPA: SANITATION


and / or Projects

Budget required

to achieve target

Outputs (Specific,




for inputs

To fulfill obligation to provide O&M for basic sanitation

Conduct research on different chemicals available in the market for reducing pit latrines contents and also research on manual vaccum machines.

To have set of approved chemicals to be used by householders in reducing pit contents. To have manual vacuum tankers used in emptying pits

Conduct pilot study on chemicals and manual vaccum machines.

R500 000

To have O& M programme up and running in the district

DWAF and district Technical Department to help in this regard and give guidance.


December 2008

131

DEPARTMENT:


DIVISION: WSA

KPA: WATER


and / or Projects

Budget required to achieve

target

Outputs (Specific,



Inputs Responsibility Target

dates for inputs

To plan for affordable, economical, effective,

efficient and sustainable access to

water services.

Preparation of a Water Services Development Plan (WSDP)

Tender stage

Preparation of a WSDP, including a physical backlog study.

R1, 500. 000.00

A copy WSDP document and its summary.

Information from LMs, Umgeni Water, Comments from DWAF and the Public

WSA : EM December 2008

To ensure effective regulation of water service provision and providers

Formulate bylaws containing conditions for water services provision.

Draft WSA bylaws in the process of approval

R0

1. Copy of bylaws available at registry for public perusal.

2. Adoption and enforcement of bylaws in the provision of water

Council’s approval and adoption of WSA bylaws

EM: WSA June 2008

132

DEPARTMENT:


DIVISION: WSA

KPA: WATER


and / or Projects


target

Outputs (Specific,




dates for inputs

services

To ensure the realization of the right of access to water services, particularly basic water services by communities. To ensure provision of effective, efficient and sustainable water

To finalize implementation of water services infrastructural projects and make future water services development plans To draw a contract between the WSA and the recently established (July 2007) internal

Number of projects are currently at implementation stage WSPU assumed operational responsibilities for providing

To be listed under the project list template Compilation of WSA & WSPU water provision contract

R784000.00

Operational and sustainable Community Water Supply Schemes Copy of WSA & WSPU water services provision contract. Provision of

MIG & Internal funds, WSA personnel and Implementing Agents Local Government support grant from DWAF

EM: WSA EM: WSA

Ongoing

June 2008

133

DEPARTMENT:


DIVISION: WSA

KPA: WATER


and / or Projects


target

Outputs (Specific,




dates for inputs

services To ensure provision of Free Basic Water (FBW) To ensure good quality water provision. To ensure effective collection of revenue to cater for operation

Water Services Provision Unit (WSPU) Enforcement of WSA bylaws in the provision of water services Formulation, approval, adoption and implementation of a FBW policy Maintain an effective water quality monitoring programme Implementation

water services. FBW policy is at draft stage and in process of approval by Council Maintain an effective water quality monitoring programme with Umgeni Water Procurement process of the

None Ongoing water quality monitoring programme Procurement of billing system, training of billing personnel,

None R250.000.00 Covered under Finance: Income

water services in a sustainable manner and to the satisfaction of the consumers. Copy of approved FBW policy and its implementation thereof Monthly water quality monitoring reports received and sent to DWAF.

Use of call centre to report water provision- related issues. Approval of the FBW policy by Council Payment to Umgeni Water for service rendered.

EM: WSA EM: WSA EM: WSA EM: WSA and EM: Income

June 2008

Ongoing

Ongoing

April 2008

134

DEPARTMENT:


DIVISION: WSA

KPA: WATER


and / or Projects


target

Outputs (Specific,




dates for inputs

and maintenance costs of water services provision To ensure extension of bulk water supply to our rural communities

of a billing system & revival of community water offices & branch officers Participation in DWAF’s Regional Bulk Water Scheme Programme

billing system is ongoing Number of bulk pipelines being planned and implemented by Umgeni Water as a bulk water supplier

transfer of consumers’ accounts from LMs Continous liaison meetinng with DWAF, LMs and uMgeni to plan for the implementation of the ff bulk water pipeline projects uMshwathi- Wartburg-Ozwathini, Garlington, Greater Mpofana

Bulk Water projects implemented by Umgeni Water. Future budgetary plans would be made for the connection of our schemes to the bulk pipeline.

Operational billing system and water revenue collection Connection of rural CWSS to the respective bulk water pipeline

Monitoring of the WQM contract and performance by WSA personnel Signing of the 5-year contract reviewable annually and addition of the Mpangisa scheme.

EM: WSA.

Ongoing

Ongoing

135

DEPARTMENT:


DIVISION: WSA

KPA: WATER


and / or Projects


target

Outputs (Specific,




dates for inputs

Greater Impendle Richmond, Lion Park extension and possible connection of Mkhambathini schemes to the existing uMbumbulu pipeline

Covered under Finance: Income Umgeni Water, DWAF, LMs and WSA

KEY PERFORMANCE AREA 3: FINANCIAL VIABILITY AND MANAGEMENT

136

DEPARTMENT: FINANCIAL SERVICES

DIVISION: INCOME STRATEGIC FOCUS AREA: INCOME


and / or Projects

Budget required

to achieve target

Outputs (Specific,




for inputs

To improve revenue collection

Review the billing system

% of revenue collected

Implement a new billing system

250000

85% of bills collected per month by 30 June 2008

Establish service needs

EM: IC 31-Aug-07

Develop specifications

EM: IC 30-Sep-07

Purchase system

EM: IC 31-Oct-07

Adapt system according to needs

EM: IC 30-Nov-07

Train users EM: IC 31-Dec-07

Carry out parallel testing

EM: IC 31-Jan-08

Conduct a test-run

EM: IC 28-Feb-07

Implement system

EM: IC 31-Mar-08

137


DIVISION: INCOME STRATEGIC FOCUS AREA: INCOME


and / or Projects

Budget required

to achieve target

Outputs (Specific,




for inputs

To improve the collection & management of revenue & the setting of tariffs for services provided

Approve all relevant policies

To formulate & finalise a revenue & tariffs policy

Calculating new tariff for new services

Identify relevant cost in calculating a new tariff.

EM: IC

31-Mar-08 To promote economic activity & increase income base within the district

Perform all legislated powers and functions at a district level

Review existing service level agreement with LM’s and financial performance of each function

Engage in discussions with LM perfuming district function

Consensus reached between LM and DM about function to be transferred. The council to approve such transfer

Liaise with economic development on feasibility studies undertaken to perform the function at district level

EM: IC

31-May-08

138


DIVISION:

BUDGETING AND REPORTING

KPA: BUDGETING AND REPORTING


and / or Projects

Budget required

to achieve target

Outputs (Specific,




for inputs

Budget Linked to the IDP

District IDP Linked to the Local Municipalities IDP’s

The time deadlines for the budget process plan for the District to be at least 60 days in advance to the Local Municipalities

Departmental Meeting Budget consultation _ Izimbizo

Districts budget allocations to be advised to the Local Municipalities at least 100 days before the start of the Financial year.

CFO / EM: Budget and Reporting

Departmental Inputs to be submitted timeously to be interpreted to figures

Approved Budget

139


DIVISION:




and / or Projects

Budget required

to achieve target

Outputs (Specific,




for inputs

Reduce Long term Debt

Timeous repayments. Reduced operational spending and increased debt repayment amounts

Reduced Debt with the Financial Institutions. Reduced debt gearing ratio Reduced debt repayment period Reports prepared and submitted by the 10

th of

each month as prescribed by the MFMA Reports prepared and submitted by

Bi annually

Monthly Reports

1. Reduced long term loans 2. No new loans to be taken out. 3. Reduced draw down on the approved Financial Assistance

Quarterly Reviews And Expenditure Trends

Monthly Income and Expenditur

140


DIVISION:




and / or Projects

Budget required

to achieve target

Outputs (Specific,




for inputs

e Reports the 10th of

Increase cash resources to fund operational budget Reduce variable costs and strive to improve service delivery with limited resources to improve profitability Variable costs like: Salaries, operations and maintenance. Increased Capital budget spending

Reported Increased collection rate Reduction of Employee Costs as a percentage to the total budget and operational budget Reported Increased Capital Projects implementation and

141


DIVISION:




and / or Projects

Budget required

to achieve target

Outputs (Specific,




for inputs

Grant dependency ratio reduced

increased customer satisfaction

Debt Recovery Reduce Long term Debt

1. Reduced long term loans 2. No new loans to be taken out. 3. Reduced draw down on the approved Financial Assistance

Timeous repayments. Reduced operational spending and increased debt repayment amounts

Reduced Debt with the Financial Institutions. Reduced debt gearing ratio Reduced debt repayment period


Bi annually

Expenditure Reports

Monthly Reports Quarterly Reviews And Expenditure Trends

Monthly Income and Expenditure Reports

In year monitoring reports as prescribed by the Treasury Guidelines


142


DIVISION:




and / or Projects

Budget required

to achieve target

Outputs (Specific,




for inputs

Increase cash resources to fund operational budget

Reported Increased collection rate

Reduce variable costs and strive to improve service delivery with limited resources to improve profitability Variable costs like: Salaries, operations and maintenance.

Reduction of Employee Costs as a percentage to the total budget and operational budget

Increased Capital budget spending

Reported Increased Capital Projects implementation and increased

143


DIVISION:




and / or Projects

Budget required

to achieve target

Outputs (Specific,




for inputs

customer satisfaction

Grant dependency ratio reduced

144

DEPARTMENT: FINANCE

DIVISION:

SUPPLY CHAIN MANAGENENT

STRATEGIC FOCUS AREA: SUPPLY CHAIN MANAGEMENT


and / or Projects

Budget required to

achieve target

Inputs

Outputs (Specific, measurable, attainable, realistic and

time related)

Responsibility Target

dates for inputs

Service delivery and departmental support.

Specifications Design.

Procurement of goods and services.

Tender and quotation processes.

Needs; Staff and Offices and Office equipment

Community Structures eg: Roads, Community Halls or services

EM:SCM

Continuous

Economic Development


% of jobs created.


Issuing of public tenders and quotations.

Medium size Businesses and job creations.

EM:SCM

Continuous

Economic Empowerment


Empowerment


Issuing of public tenders and quotations.

SMME Sector and job creation.

EM:SCM

Continuous

145

KEY PERFORMANCE AREA 4: LOCAL ECONOMIC DEVELOPMENT

LED VISION GROWTH, PEACE AND PROSPERITY FOR ALL


DIVISION: ECONOMIC DEVELOPMENT

KPA: LOCAL ECONOMIC DEVELOPMENT

Objectives / Goals

Strategies KPIs Programmes

and / or Projects

Budget required

to achieve target

Outputs (Specific,




for inputs

Develop, manage and Monitor LED Mechanisms for Implementation within the district Municipal area

To develop, approve and implement a District-wide LED Strategic Plan

Council adopted LED Strategic Plan and the implementation Plan thereof

Completion and Adoption of the Comprehensive District-Wide LED Strategic Plan and read for implementation By July 2008, have begun

N/A

Council approved and Adopted District-Wide LED Strategic Plan

Finalize Close-Out Stage of the Project Submit Final technical Report and necessary documents to Gijima KZN Submit Final LED Strategic

LED Unit

June 2008

May 2008

July 2008

Departmental support.

Identification of materials needed

Stores Management

Stock recording and stock taking

Stock levels

Service delivery support

EM:SCM

Continuous

146




Objectives / Goals


and / or Projects

Budget required

to achieve target

Outputs (Specific,




for inputs

implementation of some of the projects as contained in the LED Strategy with appropriate partners.

Plan to Council for approval and Adoption

To facilitate access and availability of resources for LED implementation (financial & Human Resources mobilization)

At least 10 potential project funding agencies engaged during 2008/2009 Financial year

Resource Mobilization activities

N/A

At least 10 potential project funding agencies engaged during 2008/2009 Financial year

Engage various potential funders regarding the implementation of the interventions contained in the District as well as Local Municipalities LED Strategic Plans

LED Unit

May 2009

147




Objectives / Goals


and / or Projects

Budget required

to achieve target

Outputs (Specific,




for inputs

To develop, implement and monitor District-aligned LED Strategic Plans for and in partnership the Seven Local Municipalities

Seven completed and adopted Local Municipalities LED Strategic Plans and Implementation frameworks thereof

Completion and adoption of a total of seven District-aligned local municipalities LED Strategic Plans

N/A

Completed and Adopted Seven LED Strategic Plans

Finalize Close Stage of the project Submit final Technical reports to Gijima KZN Submit Final LED Strategies to all Local Municipalities Facilitate Approval and Adoption by respective LM’s

LED Unit

August 2008

May 2008

May 2008

July 2008

148




Objectives / Goals


and / or Projects

Budget required

to achieve target

Outputs (Specific,




for inputs

To facilitate the Development

and strengthening of

hard and soft infrastructure

To facilitate the provision of the essential hard and soft infrastructure for business growth and development

Roaster Review report Key Sector Skills Development Audits

Develop a roster of all government owned land, buildings and other assets for each LM by mid 2009. This includes comments on state of repair as well as potential uses and broad cost of rehabilitation where necessary In partnership with relevant partners Review road, rail, water, energy and telecommunications

N/A

Complete government owned land and building Roaster Basic services review plans Key Sector Skills Development Plans

Develop a roster of all government owned land, buildings and other assets for each LM by mid 2009. This includes comments on state of repair as well as potential uses and broad cost of rehabilitation where necessary In partnership with relevant partners Review road, rail, water, energy and telecommunications infrastructure in

LED Unit (in partnership with Technical Services)

July 2009

149




Objectives / Goals


and / or Projects

Budget required

to achieve target

Outputs (Specific,




for inputs

infrastructure in the light of each target sector requirements and needs.

the light of each target sector requirements and needs. Engage immediately with the various private sector stakeholders regarding skills needed for target sectors and develop a tertiary institution investment and set up strategy Immediately engage with MERSETA, which is setting up satellite training centre for metal

150




Objectives / Goals


and / or Projects

Budget required

to achieve target

Outputs (Specific,




for inputs

workers in partnership with FETs currently, and ensure that a re training programme is implemented in Mpofana and Impendle (mid 2009) In partnership with Msunduzi and relevant roleplayers facilitate Upgrade Oribi to be able to handle A) Large Freight Planes (perishables destined for Dube and export, as well as large passenger

151




Objectives / Goals


and / or Projects

Budget required

to achieve target

Outputs (Specific,




for inputs

planes. Add cold storage facilities. By end 2009 in time for World Cup With the Chamber develop mentoring programmes where required and work experience programmes where possible.\ develop action plan

Facilitate and promote the development and support of the SMME and existing

To adopt and implement a District-Wide SMME Development & Support Plan in

A Council approved SMME development and Support Plan

Compilation of the UMDM SMME Database Establish and

300, 000 100, 000

Council Approved UMDM SMME database

Submit final SMME Plan to Council for adoption Develop and

LED Unit in partnership with SEDA and LM’s

July 2008 September

152




Objectives / Goals


and / or Projects

Budget required

to achieve target

Outputs (Specific,




for inputs

businesses within the District Municipal area

partnership with relevant parties

Council Approved UMDM SMME database Successfully conducted SMME and Entrepreneurship Workshops Council operational SMME Forum A District SMME Fair Terms of reference Council approved

Operate the UMDM SMME Stakeholder Forum Conduct Seven SMME Entrepreneurship Workshops/Campaigns within UMDM Hold a District-Wide SMME Fair Sponsor at Least Four SMMEs/Cooperatives to participate in Exhibitions and Shows Undertake SMME

400, 000 400, 000 200, 000 100, 000

Seven Successful SMME & Entrepreneurship Workshops A District-Wide SMME Annual Fair event A District-Wide SMME Forum N3 - SMME OpportunitiesStudy report SMME Target Sector reports/Plans

Implement Terms of Reference for SMME database Undertake UMDM SMME Database based on ToR Develop Terms of Reference for the Establishment of the SMME Forum Develop a brief action plan and submit to council for approval for conducting seven SMME and Entrepreneursh

2008

March 2009

August 2008

August 2008

153




Objectives / Goals


and / or Projects

Budget required

to achieve target

Outputs (Specific,




for inputs

SMME Study Report % of SMMEs accessing Finance SMME Target Sector Plans

Opportunities Study offered by N3 Highway Facilitate Access to Finance by SMMEs in partnership with Ithala and other financial institutions. Develop a package for SMMEs in each target sector With the CSIR in partnership assess the feasibility of setting up

Facilitation Facilitation Facilitation

ip Campaigns In partnership with SEDA and LMs facilitate the identification of qualifying SMME for sponsorship in the Exhibitions and shows in 2009 etc.. Develop Terms of Reference and proposed Plan for holding a District-Wide SMME Fair in 2009 Initiate the engagement with various sector players on packaging

October 2008

November 2008

January 2009

154




Objectives / Goals


and / or Projects

Budget required

to achieve target

Outputs (Specific,




for inputs

internet and digital communication centres combined with SMME service centres in a one stop shop by mid 2009 Facilitate access to various business development services in partnership with various roleplayers including KZNDED, FET Colleges, SEDA, LMs, etc…on an ongoing

Facilitation Facilitation

SMME sector Plans Develop Terms of reference for the feasibility Study of SMME opportunities along N3 Highway Conduct the N3 SMME Opportunities Study In partnership with various sector role-players continue to facilitate access to various business development services within

August 2008

April 2009

July 2008 and Ongoing

155




Objectives / Goals


and / or Projects

Budget required

to achieve target

Outputs (Specific,




for inputs

Develop, adopt and implement a District-Wide Informal Economy Policy Framework

A Council approved District-wide Informal Economy Policy Framework Plan A Council approved Mkhambathini Feasibility Study Feasibility / Business Plan for the Establlishment of Business

basis. Facilitate the Development and implementation of SEDA One-Stop-Shop Centre Feasibility Study of Mkhambathini Business Hub with Cubic Stalls Establish Business

100, 000 200, 000 100, 000 200, 000

A Council approved District-wide Informal Economy Policy Framework Plan A Council approved Mkhambathini Feasibility Study Feasibility / Business Plan for the Establlishment of Business Information

the District

LED Unit

156




Objectives / Goals


and / or Projects

Budget required

to achieve target

Outputs (Specific,




for inputs

Information Centres A Council approved Database for Informal Economy Business Management and Skills Training Provided Business Incubation Provided

Information Centres in two Local Municipalities Develop and Maintain a District-Wide Informal Economy Database Facilitate access to Business Management and related Skills Training for the targeted informal Economy players (at least within two of the LMs)

Centres A Council approved Database for Informal Economy Business Management and Skills Training Business Incubation Centre

157




Objectives / Goals


and / or Projects

Budget required

to achieve target

Outputs (Specific,




for inputs

Provision of Business Incubation Development of Informal Economy By-Laws (Impendle, Mpofana, uMshwathi & Mkhambathini)


DIVISION: LED



s and / or Projects

Budget required

to achieve target

Outputs (Specific,




for inputs

158


DIVISION: LED



s and / or Projects

Budget required

to achieve target

Outputs (Specific,




for inputs

Facilitate the development

and Support of key growth

sectors within the District and

thus create employment

and grow the economy

Facilitate the development and support in partnership with industry and key stakeholders of the following Sectors and Sub-Sectors:

• Wood and Wood Products

• Bio Fuels • Auto parts and

tools • Farm Irrigation

Equipment • Solar Water

Heating Units • Truck parts • Assembly of

sub systems for farm plant

• ICT embedded software

A Detailed Manufacturing Retention, Expansion and Attraction Sector Plan A Detailed Services Sector Retention,Expansion, & Attraction Plan A detailed Agriculture & Agro-Process Sector Plan A detailed Property Development Sector Plan

Development of a manufacturing Sector Plan Development of a Services Sector Plan Development of an Agriculture and Agro-processing Sector Plan Develop a Property Development Sector Plan (These plans should include employment and revenue targets as

150, 000 150, 000 150, 000 150, 000

A Detailed Manufacturing Retention, Exapansion and Attraction Sector Plan A Detailed Services Sector Retention,Expansion, & Attraction Plan A detailed Agriculture & Agro-Process Sector Plan A detailed Property Development Sector Plan

Develop Terms of reference for the sector plans Source funding for the implementation Implement projects

Manager: Local Economic Development

May 2009

159


DIVISION: LED



s and / or Projects

Budget required

to achieve target

Outputs (Specific,




for inputs

well as exact incentive packages and a cost benefit and break even analysis of incentive versus expected gains.. Review annually achievements against targets.

Services:

• Logistics • Plant hire and

servicing • Truck servicing • Cold supply

160


DIVISION: LED



s and / or Projects

Budget required

to achieve target

Outputs (Specific,




for inputs

Chain management

• ICT embedded software

• Medical Services

• Education Services

• Property Development

• Agriculture and Agri-Process

•

161


DIVISION: LED



s and / or Projects

Budget required

to achieve target

Outputs (Specific,




for inputs

Facilitate and Promote Trade and Investment within the District Municipal area.

Develop and Adopt a Council Investment Incentive Policy Framework plan Increase the level of inward investment in target sectors by 200% Retain existing businesses Motivate business expansion Attract new businesses Improve the local business climate

A Council approved Investment Incentive Policy Framework Plan

Facilitate the establishment of the UMDM Investment Unit Facilitate Investment promotion and Marketing in partnership with sector players Conduct Market research and Business Opportunity Development Create a series of inward fact finding missions for

154, 000 260, 400 600, 000

A Council approved Investment Incentive Policy Framework Plan Market Research and Business Opportunity Development Study

Submit Final Policy Framework to Council for Approval Submit to council a motivation for the establishment of the Investment Unit Develop Terms of Reference for the Market research and Business Opportunity Development Continue to work with TIKZN in facilitating trade and investment

LED Unit

September

2008

September 2008

October 2008

162


DIVISION: LED



s and / or Projects

Budget required

to achieve target

Outputs (Specific,




for inputs

target sectors by end 2008. By mid 2008 have identified sites and correct incentive packages for target sectors Annual business survey by target sector and LM to identify business needs Action research in focus groups in partnership with UKZN

within the District

163


DIVISION: LED



s and / or Projects

Budget required

to achieve target

Outputs (Specific,




for inputs

each sector annually. Begin immediately

LED Relationship Management, Communication and Coordination within the District Municipal area

Establish and manage a District-wide LED Multi-Stakeholder Forum with clear terms of reference and mandate

A Council Approved District-Wide LED multi-Stakeholder Forum / Structure With clear terms of reference

Establish the District-Wide LED Multi-Stakeholder Forum / Structure

100, 000

A Council Approved LED Forum A Council Approved terms of Reference A Council Approved LED

Develop Terms of Reference for the establishment of the Forum Submit for approval to Council the programme of action

Manager: LED

September 2008

164


DIVISION: LED



s and / or Projects

Budget required

to achieve target

Outputs (Specific,




for inputs

Use a sector based task team approach to generate practical solutions and build trust among various LED Stakeholders within the district

A Council approved LED Communication Strategy linked to the Municipal-wide Communication Strategy

Develop a clear LED Communication Strategy / Guiding Document linked to the municipal master communication Plan Set up task teams of action oriented decision makers for each of the target sector

N/A N/A

Communication Strategy / Guidelines

Hold the 1st

District-Wide LED Forum Implement the Programme of action

November 2008

165

DEPARTMENT:

COMMUNITY SERVICES


KPA: TOURISM DEVELOPMENT


and / or Projects

Budget required to

achieve target

Outputs (Specific,




for inputs

increase the number of domestic as well as international tourists into our region

marketing strategy

development of a tourism website

manage/monitor the development of the website

400 000 a website

solicite funding from the council to appoint a service provider

M.T 31-Aug-08

166

DEPARTMENT:

COMMUNITY SERVICES




and / or Projects

Budget required to

achieve target

Outputs (Specific,




for inputs

to improve the district record keeping and data collection

market research and data collection

an up to data on tourism within the district

statistics of tourists visiting our region, list of graded and registered products within the district and statistics.

500 000

tourism statistics, a list of registered products

solicit funding to appoint a service provider

M. T 30-Oct-08

investigate the viability of opening a tourism information office for the district

information management strategy

a report on the proposed tourism office

feasibility study

150 000 tourism office plan

solicit funding to appoint a service provider

M. T 30-Nov-08

167


DIVISION:

ECONOMIC DEVELOPMENT



and / or Projects

Budget required

to achieve target

Outputs (Specific,




for inputs

increase communication between the district, local municipalities and tourism stakeholders

a communication strategy

communication strategy

meet with relevant stakeholders

communication strategy

consultation with local municipalities and stakeholders on how we should communicate

M.T 31-Dec-08

develop tourism products as per the tourism strategy

investigate the viability of project development

development plan

investigate product development

800 000

develop at least two tourism projects

solicit funding for project development

M.T 30-Sep-08

Tourism planning coordination and integration

ensure that there is tourism planning coordination in the district

planning coordination

cooperation with local municipalities and other stakeholders

good working relationship with all stakeholders including local municipalities

organize meeting with all relevant stakeholders

M.T ongoing

to bring in more people to the district thorough eventing

develop an eventing strategy

eventing strategy

investigate the type of events the district could be involved in

500 000 an eventing plan

consult local municipalities, tourism associations and other stakeholders on

M. T 30-Sep-08

168


DIVISION:

ECONOMIC DEVELOPMENT



and / or Projects

Budget required

to achieve target

Outputs (Specific,




for inputs

the type of events we can jointly host

169

KEY PERFORMANCE AREA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION DEPARTMENT OFFICE OF THE MUNICIPAL MANAGER DIVISION MAYORS’PARLOUR STRATEGIC ISSUE: HIV/AIDS Objectives Strategies KPI Programmes & /

Projects Budget required to achieve target

Outputs (Specific, measurable, attainable, realistic and time bound)

Inputs Responsibility


1. To facilitate and promote an enabling environment for HIV/AIDS responses to be effective throughout UMDM area of jurisdiction.

To form and establish an effective structure within the council, the DAC – District AIDS Council and, also LAC’s throughout the seven local municipalities, respectively.

A visible, decisive and effective DAC structure involving all government departments, other sectors, civil society and all other relevant stakeholders.

Formation & Establishment of a DAC – District AIDS Council.

R 300 000 A fully functional and effective District AIDS Council by August 2008

Coordinate multi-stakeholder workshop/summit involving all relevant personnel for the formation of a DAC. Place adverts on prominent local newspapers inviting all relevant and potential bodies/departments and other sectors to DAC formation processes.

HIV/AIDS Coordinator

July – August 2008 July 2008

170

To assist local municipalities in establishing functional LAC’s – Local AIDS Councils.

Existing LAC’s throughout the seven local municipalities.

Assist local municipalities establishing and launching LAC’s.

R 200 000 A fully collaborative, participatory and community driven Local AIDS Council by August 2008.

Convene meetings; consult local HIV/AIDS Coordinators on local Workshops/Summit to be held with all relevant stakeholders on HIV/AIDS.


August 2008

2. To effectively Manage HIV/AIDS responses throughout the District.

To formulate and develop a comprehensive District Wide HIV/AIDS Strategy on prevention, treatment, care, support, human & legal rights, monitoring, research and surveillance on HIV/AIDS throughout seven local municipalities.

A District Wide HIV/AIDS Strategic Plan. Approved by DAC and the Council.

Establishment and development of a multi-sectoral and multi-stakeholder participatory structure.

R 800 000 A DAC endorsed and Council approved HIV/AIDS District Wide Strategic Plan Document.

Coordinate and facilitate processes of engagements with other stakeholders throughout the District.


July – November 2008

Launch of an approved and finalized HIV/AIDS Strategic Plan Document.

R 250 000 A finalized, endorsed and approved document by council, and distributed to all seven local municipalities by

Distribute a final and approved HIV/AIDS Strategic Plan Document to all seven local municipalities.


1st

December 2008.

171

1st December

2008. Monitor,

coordinate and manage all programmes contained in the strategic plan document.


January 2008 – Ongoing until strategy review.

To access funding from donor agencies in implementing HIV/AIDS Programmes or / Projects highlighted in the HIV/AIDS Strategic Plan Document of uMgungundlovu District Municipality.

A number of privately funded HIV/AIDS Programmes or / Projects.

Funding Initiatives/Mobilization.

N/A A number of successfully donor funded HIV/AIDS Projects by June 2009.

Engage international, national, provincial and private donor agencies in accessing funding.


2008/09 Financial Year.

3. To mitigate impact of HIV/AIDS throughout the District.

Addressing the socio-economic impact of HIV/AIDS to affected/infected people and also rendering psychosocial, nutritional, material and educational support.

Reduced socio-economic burden caused by HIV/AIDS amongst people affected/infected with HIV/AIDS.

Facilitate improvement of access to counselling, support (psychosocial and material) and poverty reduction interventions.

N/A An increased level of support, counselling and poverty reduction interventions by June 2009.

Coordinate relevant lead sectors, departments, NGO’s, private sectors, government/semi-government structures, private



172

organisations and other stakeholders.

Establish Support Group Structures at local levels for people infected and affected by HIV/AIDS.

A number of support groups established at local level.

Education, psychosocial, nutritional and support programmes.

N/A Fully functioning Support Group Structures at local levels by June 2009.

Facilitate, coordinate and ensure existence of support groups at local levels throughout the District.



4. To aligning municipal responses on HIV/AIDS to bio-medical approaches.

To facilitate and coordinate access to health care services and facilities throughout the seven local municipalities.

Increased rate of bio-medical responses to HIV/AIDS throughout the District.

Facilitation and coordination of access to health care services and facilities.

N/A Reduction in the number of new infections and high incidences of safe sexual behaviours by June 2009.

Facilitate and coordinate engagements with relevant lead departments.


September 2008 – June 2009

To facilitate and coordinate access to ART throughout the District.

% increase on access to ART.

Support ART Roll Out Plan of KZN.

N/A % increase on access to ART throughout the District by June 2009.

Facilitate, coordinate and strengthen working relations with DOH on ART Roll Out Plan.


2008/09 Financial Year

Facilitate collaboration and cohesive working relations with leading and relevant sectors implementing



173

an ART Roll Out Plan.

Facilitate established ongoing integrated multi-stakeholder responses to ART Roll Out Plan of KZN throughout the District.



Coordinate integration of Home Care based initiatives on ART Roll Out Plan.



Facilitate and help in the coordination and contribution of bio-medical contributions by DoH’s operational plan on Prevention, Treatment, Care and Support throughout the District.



174

5. To ensure a multi-sectoral, multi-stakeholder, an integrated and comprehensive District response to HIV/AIDS.

To allow for an integrated, multi-sectoral and multi-stakeholder platform of researchers, specialists and academics on HIV/AIDS fraternity, issues and responses.

A fully functioning multi-sectoral and multi-stakeholder HIV/AIDS Advisory Structure.

HIV/AIDS Contemporary Responses/Interventions and Initiatives.

N/A A DAC endorsed structure serving as an Advisory Body on HIV/AIDS issues by March 2009.

Engage academics, professionals, research institutes, institutes of higher learning, and all other relevant & potential participants to this Advisory Structure.


September 2008

Submit report to DAC/Council for approval of the structure and terms of reference thereof.


January 2009

1st

Meeting of an HIV/AIDS Advisory Team.


1st March

2009

To ensure active participation of other stakeholders and sectors in knowledge/expertise sharing and the critic of a 2008/09 strategic plan of uMgungundlovu

Yearly HIV/AIDS District Summit.

Summit on HIV/AIDS

R 500 000.00

Coordinate and organize yearly HIV/AIDS District Summit for stakeholder participation by June 2009.

Coordinate multi-stakeholder summit.


May 2009

175

District Municipality.

Strengthening of intergovernmental relations (IGR) for better engagements on HIV/AIDS planning processes between sector departments and municipalities for 2008/09.

Facilitate and coordinate relations with other sector departments.



176

DEPARTMENT:


DIVISION: MAYORS PALOUR

KPA: TRADITIONAL AFFAIRS


and / or Projects

Budget required

to achieve target

Outputs (Specific,




for inputs

To create a dialogue between Traditional Leaders and UMDM

To have regular meetings with Amakhosi to discuss service delivery matters

Improved service delivery in Rural areas

Community outreach programmes

300 000 Service delivery

Developing Terms of Reference and have partnerships with relevant government departments

Manager: Mayors Parlour

June 2008

177

DEPARTMENT:



KPA: ELDERLY PERSONS


and / or Projects

Budget required

to achieve target

Outputs (Specific,




for inputs

Ensure that they receive human rights as citizens of our district

Organize summit

Have report from the summit

Programmes to start after the summit

R300, 000.00

Programmes commences after obtaining a report from summit

Summit

UMDM coordinator.

1st December

178

DEPARTMENT OFFICE OF THE MUNICIPAL MANAGER DIVISION MAYORS’PARLOUR STRATEGIC ISSUE: OFFICE ON THE RIGHTS OF A CHILD (ORC) Objectives Strategies KPI Programmes & /

Projects Budget required to achieve target

Outputs (Specific, measurable, attainable, realistic and time bound)

Inputs Responsibility


1. To communicate, facilitate and ensure mainstreaming of a child centred governance approach.

To facilitate and coordinate the strengthening processes for local municipalities’ fit to children rights issues and ensure mainstreaming processes as per Five Year Operational Plan.

A number of local municipality’s IDP submitted to Premier’s Office / ORC National Office. A number of information sharing workshops convened.

Mainstreaming ORC throughout the District.

R 100 000

Programmes & projects implemented as per the National Government’s Five Year Operational Plan by 2008/09

Coordinate ORC activities, information sharing workshops, and ORC Government’s response models.

HIV/AIDS Coordinator.

July 2008 – May 2009

2. To strengthen strategic children’s rights management and leadership throughout the District.

To establish a fully representative, multi-stakeholder, multi-sectoral, consolidated and integrated

A truly representative Children’s Rights Advisory Council.

Formation & establishment of a Children’s Rights Advisory Council

R 300 000

An integrated multi-stakeholder structure and representative Children’s Rights

Coordinate a multi-stakeholder workshops/departments/NGO’s/ CBO’s and other relevant


September 2008

179

structure on Children’s Rights issues.

Advisory Council by September 2008.

stakeholders for the formation of a truly representative Children’s Rights Advisory Council with child interest at heart.

Launch of a Children’s Rights Advisory Council.

R 150 000

Launch of a council approved Children’s Rights Advisory Council by November 2008.

Convene a multi-stakeholder summit on the launch of the Children’s Advisory Council.


November 2008.

3. To coordinate, facilitate and support Children’s Rights Initiatives for a better enhanced and accelerated implementation of ORC programmes within the District’s area of jurisdiction.

To coordinate operationalization of all Children’s Rights Activities and partaking of the District/Local Municipality to all ORC’s National Calendar Events/Programmes.

A number of children reached by the National Children’s Day and the Day of the African Child Programmes.

Coordination of CR Programmes/ ORC National Calendar Events.

R 100 000

A number of National Calendar Events attended / CR Programmes operationalized by UMDM throughout 2008/09 financial year.

Coordinate operationalization and support of all priority national events/CR Programmes.


July 2008 – June 2009

4. To enhance management of integrated programme implementation, CR Constitutional mandates and accelerated delivery of basic ORC issues

To coordinate lead sector responses and collaboration on relevant sector/government CR programmes and ensuring strategic

A number of sector lead programmes / projects.

A coordinated sector lead responses on: - 2010 Soccer World Cup (Global Football Event) Child Trafficking; - Food Security & Nutrition Programme (Child Poverty);

N/A A coordinated sector responses to programmes / events throughout 2008/09 financial year.

Coordinate sector responses towards accelerated delivery of Key National Priority CR Programmes in


2008/09 Financial year.

180

and programmes. fit across all sectors.

- ECD – Early Childhood Development; and - Crime Prevention & Public Safety Programme.

response to National Government’s Five Year Plan.

181

DEPARTMENT:



KPA: INTER-GOVERNMENTAL RELATIONS


Budget required

to achieve target

Outputs (Specific,



Inputs Responsibilit

y Target dates

for inputs

To ensure that the UMDM Intergovernmental and Municipal International Relations functions properly as it is required by the Act.

To develop the intergovernmental and municipal international relations policy framework plan and strategies

Approval of both policies by the Council good relations with government departments

Facilitating district IGR meetings with provincial departments to align with IDP, Facilitate signing of MOU’s and exchange programmes with other district municipalities and international institutions Learning and sharing

500 000

Signing of MOU’s with International Countries and forming partnerships with governmental departments e.g Hague twinning progamme

Source funding from the relevant stakeholders to facilitate service delivery

Municipal Manager and the Manager: Mayors Parlour

June 2008

182



STRATEGIC ISSUE: PUBLIC PARTICIPATION

Objectives

Strategies

KPIs Programmes and

/ or Projects

Budget required to

achieve target

Outputs (Specific,



dates for inputs

To enhance a dialogue and interaction between government and the people.

The UMDM to facilitate and manage relationships between various stakeholders by aligning the public participation programmes The UMDM to utlilise the services of the Communications Department as a tool to reach the public Ensure identification of community needs to enable the Council to take informed decisions

Izimbizo that includes all stakeholders Improved communication between uMDM and stakeholders Improved public participation in the planning processes of the district Regular consultation of the designated group Improved service delivery

Organise izimbizo, project launches and handovers, outreach campaigns, ward committee meetings, function arrangements

500 000

Incorporating the public views in our IDP Ensures communication of Council resolutions

Budget for all the Public Participation programmes

Manager: Mayors Parlour

April/Oct 2008

183

Ensure that Council responds to the needs of the designated group Utilize resources / services of other different governments in addressing the needs of the community

184



STRATEGIC ISSUE: GENDER EQUITY

Objectives Strategies KPIs Programmes and

/ or Projects

Budget required to

achieve target

Outputs (Specific,



for inputs

Raising awareness about gender issues & domestic violence Raising awareness in women empowerment

Educate rural school children & rural man & women about gender issues and domestic violence Summit

Sensitized domestic violence and school violence Report from the summit

365 days “No Violence Against Women and Children Program • Break the

Cycle • Demand

Justice • Love

passionately • Stop aids • Stop rape • Stop domestic

violence. Summit

“R150 000.00 R300,000.00

Knowledge about constitutional rights Understanding of the needs from the community

Established forums and partnership with the Department of Justice and Constitutional Development to educate the community in Local Municipalities Summit

Gender Equity /Women Empowerment Coordinator, Gender equity/Women empowerment coordinator

1 July -Dec 2008 July 2008

Ensure inclusion of women in the Agriculture &

Increased number of women owning their

40% women running businesses in

Linking women with South African Women ’s Entrepreneur’s

R200 000

Women entrepreneur in

Ensure inclusion of women in the Agriculture &

Gender/ Empowerment Co-ordinator

4 August-March 2009

185

Construction sectors

businesses in the Agriculture and construction sectors

Agriculture and construction sectors

Network (SAWEN)

Agriculture and Construction Sectors

Construction sectors

Link women with SAWEN

Liaise with LED unit to ensure inclusion of women in business initiatives

Form partnership with DED in women empowerment campaigns

To ensure that women are given priority during supply chain processes

To facilitate and promote an enabling environment for Gender Forum throughout UMDM area of

To form and establish an effective Gender Forum structure in the District which includes Local Municipalities

A visible, decisive and effective District Gender Forum structure involving all government

Formation & Establishment of uMgungundlovu District Gender Forum.

R 500 000.00 A fully functional and effective District Gender Forum by August 2008

Coordinate multi-stakeholder workshop/summit involving all relevant personnel for the formation of a Gender Forum.

Gender/Woman Empowerement Co-ordinator

August 2008

186

jurisdiction. within the District, Government Departments, NGO, NPOs.

departments, other sectors, civil society and all other relevant stakeholders.

.

187



STRATEGIC ISSUE: YOUTH DEVELOPMENT


/ or Projects

Budget required to

achieve target

Outputs (Specific,



dates for inputs

Create and maintain healthy relations with the relevant stakeholders. – Local Municipalities, Youth Organisations, Government Departments

o Establish a working Youth Forum with representatives from the relevant stakeholders

o District Youth Forum

o Continued co operation between the District and the relevant Stakeholders

Establishment of Youth Forum

R50 000

Existing district Youth Forum consisting of all Youth Co-ordinators from local municipalities by August 2008

Regular stakeholder’s meetings

Youth Coordinator

August 2008

Increase the number of Youth Entrepreneurs in the District

1. Strengthen relations with the Youth development friendly bank –Ithala for easy access to information and funding

Increased number of Youth entrepreneur introduced into the formal business banking Increased number of

Facilitate Youth Entrepreneurship development

R 50 000

At least 12 credit approval by Ithala for youth businesses a year. Youth friendly

Formal training on how to handle sustainable business through Dept of Labour and Dept of Economic Development Liaise with district LED unit to identify business

Youth Co ordinator

1 July 2008

188

DEPARTMENT:


2. ensure inclusion of youth in the supply chain processes

business dealings by the District with the Youth owned businesses

Input into the Supply Chain Management Policy Review

Supply Chain Process

opportunities for youth Link youth to business opportunities

Enrich and develop Youth through Tourism

Increased number of youth involved in tourism

Youth summit in tourism

45000 000

Liaise with relevant stakeholders for partnership

Youth Co-ordinator

February 2009

Promote Youth Participation in the mainstream economy by at least 60 % in the District

2010 Strategies to include youth involvement

Functions identified to be performed by Youth groups / companies

Create awareness of the impact of HIV/AIDS

Be part of the awareness programmes by other Municipalities and Government Departments

189


KPA: SPORTS AND RECREATION PROMOTION


Budget required

to achieve target

Outputs (Specific,




for inputs

To ensure the development of sports, arts and cultural activities within the jurisdiction of the district

To develop District Wide Sports ,Arts and Culture Strategy

Have report from the summit To implement and co-ordinate sports activities throughout the District Municipality To review District Forums. Relevant Structures. To implement National and Provincial Strategies. To forge partnership with relevant Stakeholders SALGA KZN Games 2008 participation

District Forums Formation and assessment of registered associations of all sporting codes Public launch and formal recognition of both structures as the coordinating body.

R200, 000.00

Department of Sports and Recreation / Depart. Of Arts and Culture and Sports Co coordinator

Youth Sports, Arts and Culture Coordinator.

2008/09

190

DEPARTMENT:



KPA: SPORTS AND RECREATION PROMOTION


Budget required

to achieve target

Outputs (Specific,




for inputs

District Drama Workshop be implemented Umgungundlovu Cultural Cultural Carnival

Workshop on Script writing, Directing, Advanced acting, and Basic Marketing

Youth Sports, Arts Culture Coordinator

2008/09

192



STRATEGIC ISSUE: COMMUNICATION

Objectives Strategies KPIs Programmes and /

or Projects

Budget required to

achieve target

Outputs (Specific,


Inputs Responsibility Target dates for

inputs

1. To build a positive image of UMDM

2. To communicate the new turn around strategy

3. To create synergies between our brand components

4. To build a strong brand that is respected by all our stakeholders

Is to align our tools( PR, advertising, events, CRM, public interactions media & publicity) with our vehicles ( LED, Special Programs, 2010 and Technical Services)

Have both Communications & Marketing Strategy and Policies approved by council Have more positive publicity Have political leadership more visible in media more partnerships /interactions with our stakeholders a concise communications and marketing calendar that will be informed by political leadership and GCIS Have Communications Forum with LM’s

These will be determined by vehicles ( LED, Special Programs, 2010 and Technical Services) plans for the year and will be subject to The Mayor’s approval

R 5 000 000

Media Campaign No. of positive publicity media coverage No. of negative media coverage Any advertising activities No. of events At least have the Communications Forums twice a year

Proper planning of all the Out puts and Proper monitoring of the media

This will be determined by the Communications & Marketing Calendar and Strategy

193

KEY PERFORMANCE AREA 6: SOCIAL DEVELOPMENT


DIVISION: SOCIAL DEVELOPMENT

STRATEGIC ISSUE: ENVIRONMENTAL HEALTH SERVICES


/ or Projects

Budget required to

achieve target

Outputs (Specific,



dates for inputs

Transfer of environmental health staff and service from the KZN Province and the Local Municipalities

Sign memorandum of transfer with Province and Locals

At least 3 meetings to be held with Province and Locals before the end of March 2008

Drafting of the memorandum of understanding /

agreement to be signed.

R10 000 000

Signed memorandum of understand ing/agreement with Province and Local by end March 2008

• Time for meetings

• Secretariat for meetings

EM Social Services

March 2008

Meetings with relevant stakeholders

Signing of agreement with relevant parties

194


DIVISION: FIRE

STRATEGIC ISSUE: FIRE FIGHTING


/ or Projects

Budget required to

achieve target

Outputs (Specific,



dates for inputs

To provide an efficient and effective fire fighting, rescue and emergency service to the community

Training of all fire fighters as per the National Fire Protection Association 1001 and 1002

Basic fire fighting course attended by all fire fighters including all fire fighter reservists

R 600 000 30 fire fighters will be trained for June 2008

• Skills audit, • appointment

of service providers,

• send fire fighters for training

C.F.O 30/06/2008

Save the lives ad properties of all members of the communities within the area of jurisdiction of the uMgungundlovu District Municipality.

Building of fire stations

Impendle fire station built and completed

1.5 million

by 30 June 2008 the fire station should be in a complete stage

• Identify site, drawing plan when the site is identified,

C.F.O 30/06/2008

Conduct fire safety awareness campaign

No of awareness and safety campaigns

R 200 000 150 schools visited by 30/06/2008

List of schools as per the local municipalities

C.F.O 30/06/2008

Recruitment of more fire fighters

All vacant fire fighter posts to be filled

6 million

60 permanent fire fighter recruits by 30/06/2008

Advertisement, selection process, appointment of fire fighters

C.F.O 30/06/2008

Quicker response to emergency

All fire calls - Incidents attended and

nil Vehicles in good condition/ up to standard,

C.F.O 30/06/2008

195

incidents specifications as per the South African National Standard 10090

training exercise and practices

196


DIVISION: DISASTER MANAGEMENT

KPA: SOCIAL SERVICES AND SPECIAL PROGRAMMES


and / or Projects

Budget required

to achieve target

Outputs (Specific,




for inputs

KPA(1) Training of Personnel

Capacity building UMgungundlovu District Municipality staff and Local Municipality on Disaster Management

All Disaster Management Personnel Trained

Training on Public Safety Social Crime and Disaster Management

R 100,000.00

Qualified Disaster Management officers

Community Empowerment

Head Disaster Management Center

Ongoing

Institutional Capacity

Organize relevant role players of Disaster Management

Organs of the State

Establish forum

R100 000.00

Application of sustainable programme as proactive measure

Facilitate Mitigation Strategies


Meetings are ongoing

KPA (3) Risk Reduction

Develop Risk Management Plan

Research and Priorities Element at Risk

Establish Task Team with Organs of State

District Disaster Management Plan R1,000000

Collect Local Municipalities Disaster Management Plan

Tender Process to Draft District Disaster Management Plan

Local Municipalities and District

Ongoing

KPA(4) Response and Recovery

Develop Software Purchase of GIS & GPS software

Risk Assessment N3 5m buffer

R3 000,000.00

Network of software that will be connected to Disaster Management Centre and

Tender Process


2009/2010

197


DIVISION: DISASTER MANAGEMENT

KPA: SOCIAL SERVICES AND SPECIAL PROGRAMMES


and / or Projects

Budget required

to achieve target

Outputs (Specific,




for inputs

Department of Transport(DOT)

Emergency Relief Integrate Emergency Services & Public Safety

Draft Contingency plan

Exhibition R3 000,000.00

Mobilize Emergency Services 7 Public Safety

Draft Contingency plan

Head Disaster Management Centre

Ongoing

Response and Recovery

Mobile Communication Device

Purchase EMRS mobile disaster center

4X Emergency Tool for Communication & Assessment

R2 400,000.00

Mobile Units for Disaster Management

Tender process to purchase mobile units

Head Disaster Management Centre

Ongoing

198

SECTION D.

SPATIAL DEVELOPMENT

FRAMEWORK

199

UMDM REVIEWED SDF

• First, it is clear that a hierarchy of nodes and corridors is required, with the N3 National and Provincial priority corridor at the apex of that

hierarchy in terms of its ability to generate growth and employment, which is at the same time accessible to people in some of the fastest

growing yet poorest population areas of the District (e.g. Mpofana).

• Second, it is clear that Msunduzi is, and will remain, the primary node, and that almost all District corridors will be inevitably be arranged

to either traverse it, or provide cross-links between each other on its periphery

• Third, agriculture is an important employment bedrock for all of the inter-nodal zones, especially to the south and west of the District, and

the viability of tertiary and rural nodes are closely linked to this sector’s health; however:

• Fourth, and probably most importantly, most economic growth and new jobs – probably 90% of such – will derive in this district from the

non-agricultural and non-primary sectors, most particularly

� Services

� Manufacturing

� Construction

� Tourism

And, probably 90% of that will be aligned either along the provincial priority corridor, or along the District Primary corridors, as shown in

blue and purple respectively on figure 8.

These are mostly both intra-metropolitan corridors within Msunduzi and inter-urban corridors within the District, as such should be jointly

planned and facilitated, partly in terms of the intra-metropolitan corridor concepts referred to at the outset, and partly in terms of the inter-

urban concepts also referred to with locally sensitive emphases upon the core principles of

- Comparative advantage

- Efficiency

- Integration

200

Reviewed SDF MAP

201

Main Elements of the SDF Development Nodes (i) As set out in the PSEDS, the relative importance of development nodes is a reflection of their economic development potential.

(ii) The SDF must provide the spatial dimension of economic trends and objectives, and on this basis a hierarchy of nodes consisting of a primary node, secondary node, tertiary nodes, rural nodes and tourism nodes is proposed.

• The Primary Node, which consists of the urban complex of Pietermaritzburg / Ashburton / Edendale. This is a centre

with high levels of economic development and the potential for growth and expansion, serving the regional economy and beyond and is generally recognised as an emerging Metropolitan area.

• Secondary Nodes, which are urban centres with good existing levels of economic development and the potential for

growth, serving the sub-regional economy and beyond. The two proposed secondary nodes are the Howick / Hilton / Mphophomeni complex and the Camperdown / Cato Ridge area.

• Tertiary Nodes are centres with lower potential for economic growth and a relatively high dependence on agriculture, providing services mainly to the local economy. The proposed tertiary nodes are Mooi River / Bruntville, New Hanover / Wartburg and Richmond.

• Rural Nodes are centres which fulfil the function of a rural service centre to the surrounding area. The proposed rural nodes are Dalton / Cool Air, Impendle and Vulindlela. It should however be acknowledged that this type of node has the potential to provide a wider range of services which will be determined by local conditions. It is also possible that rural nodes can progress to the level of tertiary nodes as economic and social conditions change. Typical services that can be expected in these nodes can include: Police Services, Administration Services, Clinics, Low Level of retail services, Mobile Services, Pension Payout Points and a range of Social Facilities including Community Hall.

• Tourism Node: This node contains the villages of Rosetta and Nottingham Road which fall in separate municipalities but form one functional unit. Development in this node is primarily of a tourism nature, and this role needs to be consolidated and expanded. Given the location of the node, the type of existing development and the additional recreation and tourist potential that will be provided by the Spring Grove Dam, the node should be seen as the northern gateway to the District’s Tourist Routes, and should be planned accordingly. Environmental and Water Conservation should be a key element in the determination of potential development opportunities within this nodal area. Land uses which could detract from its tourist function should be discouraged.

(iii) It needs to be kept in mind that this proposed designation would apply at a District level. At the level of a local SDF,

centres would be assigned a different designation. For example, the Howick / Hilton / Mphophopmeni complex is the

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primary node in terms of the local SDF. Similarly, Impendle would be the primary node in terms of the local SDF. At the provincial level, the converse would apply, with Msunduzi being classified as a secondary node in the PSEDS. More detailed planning of these nodes needs to be done as part of the local SDF’s. (see Chapter 5)

Development Corridors

(i) As discussed in Volume 1, the concept of development corridors is established in national and provincial policies. The PSEDS identifies industrial development as a key element to economic growth, with the primary zone of industrial potential being the corridor linking the two port nodes and extending to Howick. Tourism is identified as the next provincial priority, focusing on beach, cultural and eco-tourism.

(ii) The National Spatial Development Perspective (NSDP) sets the following categories of economic development potential:

• Production of high value, differentiated goods not strongly dependent on labour costs, focused on local & global

niche markets – i.e. manufacturing • Production of labour intensive, mass produced goods more dependant on labour costs, affordable transport

linkages – i.e. agriculture and mining • Innovation and experimentation – research and development • Retail and private sector services – large employer of skilled & semi skilled workers in advanced economies • Public service and administration.

(iii) In the PSEDS, two provincial priority corridors are identified, one of which, (code-named PC2) runs from eThekwini

through Msunduzi to uMngeni. This is the central axis of the District, and the PSEDS states that it has the potential to attract development in all the categories set in the NSDP.

(iv) In addition to this primary corridor, the PSEDS also identifies two secondary corridors which run through the

Umgungundlovu District, i.e:

• Kokstad – Umzimkhulu – Msunduzi; and • Msunduzi – Nkandla – Ulundi Both these corridors are categorised as having the potential to attract development in four of the six categories

(v) The corridors suggested in this SDF are based on the recommendations in the PSEDS, the various development informants identified in the earlier phase of the study and the goals and objectives of the SDF, with specific reference to

• the need to integrate district space and link the various nodes and opportunities into a meaningful whole;

203

• improve or extend access to areas with economic potential within areas of high poverty; • maximise interest opportunities and potentials within the district in way which promotes growth and investment, and • ensure the sustained growth of existing centres and corridors of economic development

(vi) Accordingly, the following corridors are suggested in the SDF

(a) Provincial Priority Corridor (PC2) Camperdown – Msunduzi – Mooi River (N3). The main function of this corridor is as a limited access, long distance movement corridor. However, along the urban component of the corridor it will attract the full range of urban uses. This development pressure should be accommodated on a planned basis, without undermining the corridor’s primary function. In this way, environmental objectives will be served and the existing and potential tourist routes can be protected. Development plans for this corridor are being formulated by the local Municipalities under the guidance of a Local Corridor Development Work Group, chaired by the District.

(b) Primary Corridors:

The rationale for these corridors is provided by the PSEDS, and provide the major linkages with the adjoining Districts to the north, south and east. In some cases, these routes serve as alternative routes to the major national routes. The primary function of these corridors is long distance traffic movement, but development should be encouraged at appropriate locations along the corridors. More detailed planning will be required as part of the local SDF’s. The following primary corridors are proposed: • Eastern Cape – Richmond – Msunduzi – Greytown (R56 and R33) • Camperdown – Umbumbulu – South Coast (R603) • Msunduzi – Boston – Underberg (P7-2) • Howick – Boston – Underberg (R617)

(c) Secondary Corridors:

These corridors link nodes inside the District, and also provide linkages with external nodes. In the case of the R103, it serves as both an established tourist route and an alternative route to the N3, which is problematic. The proposed secondary corridors are: • Howick – Mooi River (R103) • Mooi River – Greytown (R622) • Albert Falls – Wartburg – North Coast (R614)

204

(d) Tourism Link Route Upgrades One of the main objectives of the Tourist Strategy is to promote the District as a single brand, and to spread the successful development of the Midlands Meander to other areas with tourism potential. From a spatial development point of view, this can be achieved by:

• Improving linkages between the Midlands Meander and other existing or potential tourist routes • Improving access to the Drakensberg • Improving accessibility to areas with high scenic and landscape quality and other attractions The routes recommended for upgrading are aimed at achieving this.

(e) Ring Roads The proposed ring roads concept is intended to:

• Relieve congestion along the N3 and in the centre of the primary node • Address previous imbalances whereby areas such as Edendale were excluded from development • Provide access to future residential extensions of the primary node • Accommodate increased traffic in and around the primary node • Improve linkages from Camperdown to Howick • Provide the basic grid for mega-blocks to accommodate the expanding suburban centres to the south and south

east of the primary node • Reserve the approximate location of future transport corridors

(vii) It must be emphasized that the identification of corridors does not imply that development should be allowed to occur on

an ad-hoc basis along the length of such a corridor. As part of the local SDF’s, more detailed planning of the corridors will be required.

Agricultural Priority Areas

These are the areas where high potential agricultural land exists, and where non agricultural development which would detract from the production potential of these areas should be discouraged. At a local level, more detailed agricultural assessments must be done to determine the location of high potential land, and appropriate control measures should form part of local SDF’s and LUMS

Strategic Water Production Areas

These areas contain the strategic headwater areas of the major water courses in the District. Land transformation in these areas should not be allowed unless it can be shown that it would improve water quality.

205

CONCLUSION

As pointed out in the Municipality’s District Wide Integrated Local Economic Development (LED) Strategic Framework Plan (2007), there is significant potential for economic development in the district, mainly driven by the growth in and around Msunduzi, the dominant economy in the district. This dominance is likely to continue, which has spatial implications in the sense that the focus of economic growth will be around the main N3 axis, which forms the spine of the region. This has been recognized in the Provincial Spatial Economic Development Strategy (PSEDS), which identifies two provincial priority corridors for mixed economic development, one of which is the Ethekwini / Msunduzi / uMngeni Corridor the PSEDS also recommends a hierarchy of nodes and this planning concept forms the basis of the District’s SDF Review. The primary function of spatial planning at a District level is to: • Interpret the relevant national and provincial planning and development policies, and apply it to the District context and in so doing • Provide a guidance framework for local spatial development frameworks.

These aspects have been covered in this review, and various actions have been identified which need to be taken up by the District and Local Municipalities as outlined in the following paragraphs.

Planning Actions at a District Level

• The more detailed planning of that part of the N3 Corridor which passes through Mkhambathini / Msunduzi / uMngeni and up to Howick is already being co-ordinated by the District under the guidance of a Local Corridor Development Work Group which will also be responsible for liaison with the Ethekwini Metro Council to ensure integrated and co-ordinated development along the interface of the District and the Metropolitan area. From this planning initiative, recommendations will emerge on the upgrading and extension of infrastructure which needs to be integrated into the Capital Investment Programme of the District, Local Municipalities and other relevant Service Providers.

• In consultation with the Department of Transport, the various tourism routes that are recommended for upgrading in this review

need to be assessed and prioritized. This can either be achieved through the review of the District’s Integrated Transport Plan or as a separate exercise, provided that the conclusions are brought into the District’s IDP and Capital Investment Programme.

• The District’s current Strategic Environmental Assessment / Integrated Environmental Management Plan needs to be substantially

reviewed and updated to bring it in line with legal and guideline requirements, as identified by the DAEA. The review will need to focus on agricultural resources, ecosystems goods and services and natural resources. As is the case with the District SDF environmental planning initiatives at a District level need to provide guidance for local plans.

206

• The formulation of a Catchment Management Strategy (CMS) for the Mvoti to Mzimkulu Water Management Area (WMA) and

other related planning actions as required by the relevant water legislation needs to be undertaken. This will include water resource management plans and land use plans for all the dams in the District which have recreational potential. Such planning should be undertaken at a local municipal level with the District playing a co-ordinating role.

• Planning for the future development of the proposed Rosetta / Nottingham Road Tourism Node in relation to Springgrove Dam

should be co-ordinated by the District.

• The Intergovernmental Relations Forum that has been established should probably be the mechanism to address the above actions. It could also be responsible for actions such as standardization of land designations to be used in local SDF’s and LUMS.

Planning Actions at a Local Level

• The more detailed planning of the various corridors and nodes, taking into account the local context and economic potentials as identified in the District Wide LED needs to be undertaken as part of the Local SDF or in the form of Local Area Plans. In the case of the nodes, a more accurate cadastral demarcation will be required in order to meet the requirements set out in the DFA principles.

• Tourism has been identified as one of the potential growth sectors with further expansion potential especially in the peripheral

municipalities. It is therefore important at a local level that more detailed planning of the tourism industry be undertaken with an emphasis on the type of tourism that will be encouraged along the various routes as identified in this review, and taking into account the recommendations in the draft tourism strategy and the District Wide LED.

• As pointed out in the previous chapters of this report, more comprehensive analysis of agriculture land taking into account all

factors influencing production potential needs to be undertaken as part of the local SDF’s, and the implications thereof accommodated in the LUMS. In addition, a mechanism to monitor the transformation of high potential agricultural land needs to be established and maintained in such a way that it can assist the relevant authorities in land use decision making.

• The outcomes of the Area Based Management Initiatives currently being undertaken by the Department of Land Affairs should be

interpreted and included into Spatial Planning Initiatives at a District and Local level. • Local SDF’s and LUMS should be informed by SEA’s and EMP’s which should take into account the guidelines set out in the

National Department of Environmental Affairs document entitled “Environmental Sustainability Toolkit for Integrated Development Planning in KwaZulu Natal.” (April 2007).

207

• In order to achieve a variety of development objectives the concept of Transport Bypass Routes or Ring Roads has been identified in the Local SDF Review initiative for Msunduzi. This concept has implications at a District level but more detailed feasibility assessments and alignment identification will be undertaken as part of the SDF Review and the local Integrated Transport Plan.

It should be kept in mind that the SDF forms an integral part of the Municipality’s IDP and that it should be viewed as a dynamic planning tool that needs to be examined on an annual basis as part of the Municipality’s IDP Review process.

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SECTION E

SECTOR INVOLVEMENT

The district held a service providers alignment workshop on the 26th

March 2008. the aim of the workshop was for sector departments and parastatals to present the plans for implementation in the district during the 2008-2009 financial year.

209

UMNGENI WATER

210

Setting the Scene

• 4 storage dams: Mearns Weir, Midmar Dam, Alberts Fall Dam & Nagle

Dam. Primary water resources for the economic hub of KZN.

• 2 water treatment plants: Midmar WTP & D.V. Harris WTP.

• Water demands are growing in the 5%-6% range.

160.0

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Jan-9

8

Jul-9

8

Jan-9

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Jan

-00

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00

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1

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Jan-0

2

Jul-0

2

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Jul-0

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Jan-0

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l-0

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Av

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s (

Ml/

da

y)

-5.0%

-4.0%

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-2.0%

-1.0%

0.0%

1.0%

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Year-

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-Ye

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wth

TOTAL INLAND SALES (Including EWS Umlaas)

12 Mth MA TOTAL INLA ND SALES (Inc Ethekwini Sales)

Inland F02/03 projection



F05/06 projection Inland

F06/07 Proj. Total Inland Sales (Incl EWS Umlaas)

F07/08 Total Inland Sales (Incl eThekwini Umlaas)

F08/09 Total Inland Sales (Incl eThekwini Umlaas)

Yr-Yr Growth %

The Mooi-Mgeni Transfer Scheme Phase II

• Purpose: To augment the water supply for the region.

• Consists of the construction of the Proposed Spring Grove Dam.

• This proposed dam is located on the Mooi River in the local

municipalities of Mpofana and uMngeni near the town of Rosetta.

• This project is being implemented by DWAF.

• Status: EIA is being finalised and the ROD is expected at the end of this

year. Construction is therefore anticipated to commence next year.

211

The MkomaziWater Supply Project

• Purpose: If water demands continue to grow at current rates, then even

with water demand management initiatives in place, the safe assured yield

may be exceeded when MMTS-2 is commissioned. The purpose is therefore

to augment the water resources.

• A DWAF-UW collaboration which will be composed of 2 phases.

• Phase 1 will involve the construction of Smithfield Dam, located along

the central reaches of the Mkomazi River, midway between Lundy’s Hill

Bridge and Deepdale (IngweLocal Municipality). A tunnel & WTP in

Richmond Local Municipality will transfer the water to the UmlaasRoad

Reservoir in Mkhambathini Local Municipality.

• Phase 2 will be implemented once the yield of the Smithfield Dam has

been fully utilisedand will involve the construction of a second dam

(ImpendleDam) upstream of the proposed Smithfield Dam (Impendle

Local Municipality).

• Status: The feasibility studies for both the water resource and water

infrastructure components are anticipated to begin late this year.

Greater Mpofana Bulk Water Supply Project

• Purpose: To ensure that the areas in & surrounding Mooi River, Rosetta,

Nottingham Road, Balgowan, Lidgetton & Lions River have a reliable water

supply that will sustain the current growth into the future.

• This project will be located in the Mpofana and uMngeni Local

Municipalities.

• This project has the potential to serve areas in the Muden/Rocky Drift &

Msinga areas in the future.

• Status: The detailed feasibility investigation of this project is anticipated

to commence this year.

212

Midmar Water Treatment Plant Upgrade

• Purpose: To upgrade the current WTP to meet increasing demands and

to match the available water resources once MMTS-2 is commissioned.

• The Midmar WTP is located in uMngeni Local Municipality.

• This project will consist of the design, installation & commissioning of a

new filter plant, sludge plant centrifuge & outlet works.

• The design phase of this project is anticipated to commence during this

year.

Howick North/Lions River Bulk Water Supply Project

• Purpose: To provide bulk potable water for the new developments

occurring in uMngeni Municipality.

• This project will consist of a new reservoir and rising main.

• Status: The detailed feasibility study of this project is anticipated to

being this year.

213

The Howick-West to Mpophomeni Pipeline

• Purpose: To augment the existing Howick-West to Mpophomeni 250mm

diameter AC pipeline.

• This project is located in the uMngeni Municipality.

• Status: This project is in the design phase.

The Groenekloof to Garlington Pipeline

• Purpose: To serve new housing, commercial and light industrial

developments north of Hilton Gardens & to augment the existing Hilton

water supply network.

• This project is located in uMngeni Local Municipality.

• Status: This project is currently in the design phase and negotiations

are in process with regard to the funding of this project.

• Construction of this project is anticipated to be completed in the

2010/2011 financial year.

214

Midmar Balancing Reservoir Upgrade

• Purpose: The Midmar Balancing Reservoir storage capacity be upgraded

from 45Ml to 165Ml to provide the balancing storage required for the

water demands that are currently being met and that are projected.

• This reservoir is located in uMngeni Local Municipality.

• This project will be undertaken in phases with the construction of an

additional 60Ml compartment by 2010 and a further 60Ml by 2015.

Worlds View Reservoir Upgrade

• Purpose: To upgrade the Worlds View Reservoir storage capacity to

160Ml to meet current and projected water demands.

• This reservoir is located in The Msunduzi Municipality.

• It is anticipated that the construction of 2 additional 40Ml/day

compartments will be completed by 2010.

215

Umlaas Road Reservoir Upgrade

• Purpose: To provide at least 12 hours of balancing storage at the

Umlaas Road Reservoir.

• This reservoir is located in the Mkhambathini Local Municipality.

• It is recommended that an additional 45Ml reservoir be constructed by

June 2010.

Augmentation of the ’61 Pipeline System

• Purpose: It has been identified that certain critical sections of the ’61

Pipeline System have reached design capacity & require immediate

augmentation in order to ensure continuity of supply to the Durban-

Pietermaritzburg region.

• The identified sections are: D.V. Harris to Worlds View Reservoir; ED2 to

ED4 and ED4 to Umlaas Road Reservoir.

• These sections of the pipeline system occur in The Msunduzi

Municipality.

• Status: These projects are in the design phase.

• All of the above projects need to be commissioned by December 2009.

216

Richmond Pipeline

• Purpose: To provide bulk potable water for the areas adjacent to the

P5-4 road leading to the town of Richmond.

• This pipeline is located in the Richmond and The Msunduzi Local

Municipalities and areas that will benefit from this pipeline are Edendale,

Thornville, Baynesfield, Hopewell, Ambleton, the town of Richmond,

Ndaleni, Smozomeni and kwaMagoda.

• Status: Construction is anticipated to begin this year.

Augmentation & Extension of the Wartburg Bulk System

• Purpose: The augmentation of the existing Greater Wartburg Bulk

Water Supply System and the extension of this system to supply the areas

of Greater Efaye and Ozwathini.

• This project is located in the uMshwathi Local Municipality and a portion

of The Msunduzi Municipality.

• This project will be undertaken in 3 phases.

• Status: Phase 1 of this project is currently in the design phase.

Implementation is anticipated to commence in the 2009/2010 financial

year. Phases 2 & 3 are anticipated to commence in the 2011/2012

financial year.

217

Upgrade of Bruyns Hill Reservoir

• Purpose: To upgrade the current 400kl reservoir to 4Ml to provide a

minimum of 24 hours peak balancing storage for current demands and

additional storage capacity for anticipated growth in water demands.

• This reservoir is located in uMshwathi Local Municipality.

• Status: This project is in the design phase.

Summary

First phase should be constructed by 2010

100,000uMngeniMidmar Balancing Reservoir Upgrade

In design phase3,000uMngeniGroenekloof to Garlington Pipeline

In design phase20,000uMngeniHowick-West to MpophomeniPipeline

Detailed feasibility due to begin this year

Cost to be estimateduMngeniHowick North/Lions River Bulk Water Supply Project

Design due to begin this year

95,000uMngeniMidmar WTP Upgrade

Detailed feasibility due to begin this year

77,500Mpofana; uMngeniGreater MpofanaBulk Water Supply Project

Feasibility studies due to begin late this year

DWAF-UW ProjectIngwe; Richmond; Mkhambathini; Impendle

Mkomazi Water Supply Project

Construction due to being next year

DWAF ProjectMpofana; uMngeniMooi-MgeniTransfer Scheme Phase II

StatusTotal Project Cost

R’000s(Unescalated; 2007 Base Year)

Located in Municipality

Project

218

Summary

In the design phase8,000uMshwathiUpgrade of BruynsHill Reservoir

Phase 1 is in the design phase

375,500The Msunduzi; uMshwathi

Augmentation & Extension of the Wartburg Bulk System

Construction is anticipated to begin this year

100,000The Msunduzi; Richmond

Richmond Pipeline

In design phase269,000The MsunduziAugmentation of the ’61 Pipeline System

Construction should be completed by 2010

Cost to be estimatedMkhambathiniUmlaas Road Reservoir Upgrade

Construction should be completed by 2010

50,000The MsunduziWorlds View Reservoir Upgrade

StatusTotal Project Cost

R’000s(Unescalated; 2007 Base Year)

MunicipalityProject

Contact Details

[email protected]:

Mark BremnerPlanning Engineer :

033 341 1174Tel No:

[email protected]:

Monica MalungaArea Manager for the Msunduzi WSA:

033 846 1825Tel No:

[email protected]:

[email protected]:

Alka RamnathPlanner:

033 341 1115Tel No:

033 239 9530 Tel No:

Jerry ZikhaliArea Manager for the Umgungundlovu WSA:

219

DEPARTMENT OF TRANSPORT Road Classification and Surface Type per Local Council

UMSHWATHI VULINDLELA MPUMALANGA TOTALS

DESRCIPTION KZ 221 KZ 222 KZ 223 KZ 224 KZ 225 KZ 226 KZ 227

Road Classification

Provincial Road 451.24 309.49 292.51 162.67 145.35 235.89 210.38 1807.53

District Road 251.13 156.68 122.37 84.83 129.91 161.63 147.86 1054.41

Access or Local Road 72.39 41.63 21.99 54.14 128.74 86.41 48.24 453.54

TOTALS 774.76 507.80 436.87 301.64 404.00 483.93 406.48 3315.48

Surface Type

Blacktop Surfaced 316.38 194.85 147.07 37.45 96.12 141.71 117.85 1051.43

Gravel 458.38 312.95 289.8 264.19 307.88 342.22 288.63 2264.05

220

2008-09

BASKET Umshwathi KZ 221 Mpumalanga KZ 226/7

Vulindlela KZ 222 - 5 TOTALS

Safety Maintenance 4,328,636 3,536,188 6,505 7,871,329

Local Roads 3,700,000 5,441,625 12,334,350 21,475,975

Routine Maintenance 6,074,175 6,925,907 12,906,963 25,907,045

Zibambele Contarctors 5,795,690 6,739,510 5,409,780 17,944,980

Re - Gravelling 6,883,032 9,358,402 17,531,027 33,772,461

TOTALS 26,781,533 32,001,632 48,188,625 106,971,790

2009-2010



Safety Maintenance 4,122,510 3,367,798 6,195,884 13,686,192

Local Roads 4,400,000 5,300,000 9,800,000 19,500,000



Re - Gravelling 6,555,744 8,912,764 16,696,216 32,164,724

TOTALS 26,658,873 30,916,174 50,394,225 107,969,272

221

2010-2011



Safety Maintenance 3,710,259 3,031,019 5,576,295 12,317,573

Local Roads 2,300,000 3,300,000 7,400,000 13,000,000



Re - Gravelling 6,007,443 8,617,330 15,299,801 29,924,574

TOTALS 22,955,551 27,551,061 44,612,405 95,119,017

222

UMSHWATHI KZ 221 - 20010/11

Contract Description Budget Km/m/m2/no Start End Stage

Safety Maintenance - Guardrails : Purchase 180,000 2010/04/01 2011/03/31 Open

Safety Maintenance - Guardrails : Installation 200,000 2010/04/01 2011/03/31 1

Safety Maintenance - Roadmarking : Painting 1,300,000 2010/04/01 2011/03/31 Open & 2

Safety Maintenance - Roadmarking : Studs 240,000 2010/04/01 2011/03/31 Open

Safety Maintenance - Roadmarking : Studs Installation Contract No 1 200,000 2010/04/01 2011/03/31

1

Safety Maintenance - Blacktop Patching : Materials 500,000 2010/04/01 2011/03/31 Open

Safety Maintenance - Blacktop Patching : Contract 1 200,000 2010/04/01 2011/03/31 1




Safety Maintenance - Blacktop Patching : Contract: Materials/Plant 550,000 2010/04/01 2011/03/31 Open

Safety Maintenance - Signs : Installation 200,000 2010/04/01 2011/03/31 1

Safety Maintenance - Signs : Purchase 150,000 2010/04/01 2011/03/31 Open

4,328,636.00 4,320,000.00

Const. of Nkunshini - 700,000 2010/04/01 2010/10/31 3

Const. of Hlope Road - 750,000 2010/04/01 2010/10/31 3

Const. of Ekhamanzi Road - 0 - 1.8 650,000 1.8 2010/04/01 2010/10/31 3

Const. of OL 01879 - 850,000 2010/04/01 2010/10/31 3

Const. of Elangeni Structure 450,000 2010/04/01 2010/10/31 2

3,700,000.00 3,400,000.00 1.80

Other equipment 1,300,000 2010/04/01 2011/03/31 Dept

Civil material 500,000 2010/04/01 2011/03/31 Dept

Routine Maintenance - Blading 625,000 2010/04/01 2011/03/31 Dept

Fuel and Oil Blading 650,000 2010/04/01 2011/03/31 Open

Routine maintenance-Blading of local roads-1 300,000 2010/04/01 2011/03/31 2

Routine Maintenance - New Hanover-specialised 200,000 2010/04/01 2011/03/31 1

Routine Maintenance - Fawnleas-specialised 200,000 2010/04/01 2011/03/31 1

Routine Maintenance - Swaymani-specialised 200,000 2010/04/01 2011/03/31 1

Routine Maintenance - Appelsbosch specialised 200,000 2010/04/01 2011/03/31 1

Routine Maintenance - New Hanover-labour based - Pipe Desilting 125,000 2010/04/01 2011/03/31 1

223

Routine Maintenance - Swaymani-labour based - Pipe Desilting 125,000 2010/04/01 2011/03/31 1

Routine Maintenance - Fawnleas-labour based- Pipe Desilting 125,000 2010/04/01 2011/03/31 1

Routine Maintenance - Appleboch-labour based - Pipe Desilting 125,000 2010/04/01 2011/03/31 1

Routine Maintenance - Grass Cutting-Fawnleas / New Hanover 125,000 2010/04/01 2011/03/31 1

Routine Maintenance - Grass Cutting-Swaymani / Appelsbosch 125,000 2010/04/01 2011/03/31 1

Routine Maintenance - Noxious Weeds 200,000 2010/04/01 2011/03/31 Dept

Routine Maintenance - Fence & Km Posts 100,000 2010/04/01 2011/03/31 Open

Routine Maintenance - Patch Gravelling 450,000 2010/04/01 2011/03/31 2

Routine Maintenance - Signs : Purchase 200,000 2010/04/01 2011/03/31 Dept

Routine Maintenance - Signs : Installation & km Posts 200,000 2010/04/01 2011/03/31 1

6,074,175.00 6,075,000.00

Zibambele - Materials 152,000 2010/04/01 2011/03/31 Open

Zibambele - Contractors 5,643,690 2010/04/01 2011/03/31 Dept

5,795,690.00 5,795,690.00

Re-gravelling of D239 from Km 0- 4.2 950,000 4.20 2010/04/01 2011/03/31 3

Re-gravelling of D82 from Km 0- 6.8 1,500,000 6.80 2010/04/01 2011/03/31 Dept

Re-gravelling of D2167 from Km 0- 7.3 1,550,000 7.30 2010/04/01 2011/03/31 3


Re-gravelling of D708 from Km 0- 3.3 700,000 3.30 2010/04/01 2011/03/31 Dept

Re-gravelling of D2165 from Km 0- 3.5 800,000 3.50 2010/04/01 2011/03/31 Dept


6,883,531.00 6,850,000.00 31.60

26,782,032.00 26,440,690.00

224





Safety Maintenance - Roadmarking : Painting 1,000,000 2009/04/01 2010/03/31

Open & 2

Safety Maintenance - Roadmarking : Studs 200,000 2009/04/01 2010/03/31 Open Safety Maintenance - Roadmarking : Studs Installation Contract No 1 200,000 2009/04/01 2010/03/31 1b









4,122,510.00 4,120,000.00

Const. Of A 2824 ( km 0 – 2.8) 1,000,000 2.8 2009/04/01 2009/10/31 3

Const. Of Hlathikhulu Road (km 0 – 2.5) 850,000 2.5 2009/04/01 2009/10/31 3

Const. Of Nazo Road (Km 0 – 2.0) 700,000 2 2009/04/01 2009/10/31 3

Const. Of Ntintisa Road (0 - 4.5 ) 1,400,000 4.5 2009/04/01 2009/10/31 4

Const. Of Ekupholeni Road ( 0 - 1.5 ) 450,000 1.5 2009/04/01 2009/10/31 2

4,400,000.00 4,400,000.00 13.30

Other equipment 1,100,000 2009/04/01 2010/03/31 Dept






225















5,784,929.00 5,770,000.00



5,795,690.00 5,795,690.00

Re-gravelling of P150 from Km 5-15 2,200,000 10.00 2009/04/01 2010/03/31 Dept

Re-gravelling of P558 from Km 0 – 8.08 1,850,000 8.08 2009/04/01 2010/03/31 Dept

Re-gravelling of P526 from Km 0 – 3.41 780,000 3.41 2009/04/01 2010/03/31 3

Re-gravelling of D668 from Km 0 – 4.01 925,000 4.01 2009/04/01 2010/03/31 3

Re-gravelling of D75 from Km 0 – 3.58 800,000 3.58 2009/04/01 2010/03/31 3

6,555,744.00 6,555,000.00 29.08

26,658,873.00 26,640,690.00

226







Safety Maintenance - Roadmarking : Studs Installation Contract 200,000 2008/06/01 2008/08/31 1


Safety Maintenance - Blacktop Patching : Contract No 1 200,000 2008/05/01 2008/07/31 1




Safety Maintenance - Signs : Insatllation 200,000 2008/05/01 2009/03/31 1

Safety Maintenance - Signs : Purchase 150,000 2008/05/01 2009/03/31 Dept

3,710,259.00 3,700,000.00

Const. Of Gomva Rd – A 3550 (km 2.0 – 5) 850,000 3 2008/04/01 2008/10/31 3

Const. Of Vundla Rd – A 5147 (km 0 – 1.8) 500,000 1.8 2008/04/01 2008/10/31 2

Const. Of L 677 Extension (km 0 – 2) 550,000 2 2008/04/01 2008/10/31 3

Const. Of A 2823 (km 0 – 1.5) 400,000 1.5 2008/04/01 2008/10/31 2

2,300,000.00 2,300,000.00 8.30

Other equipment 820,000 2008/04/01 2009/02/28 Dept











227










5,142,159.00 5,145,000.00



5,795,690.00 5,795,690.00

Re-gravelling of P149 from Km 0 – 10 1,950,000 10.00 2008/07/01 2008/12/31 Dept

Re-gravelling of D40 from Km 0 – 7 1,350,000 7.00 2008/07/01 2008/10/31 Dept

Re-gravelling of D1628 from Km 0 - 1.83 380,000 1.83 2008/06/01 2008/07/31 2

Re-gravelling of D457 from Km 6 - 12.2 1,250,000 6.20 2008/06/01 2008/08/31 4

Re-gravelling of P150 0-5km 1,080,000 5.00 2008/07/01 2008/10/31 4

6,007,443.00 6,010,000.00 30.03

22,955,551.00 22,950,690.00

228

KZN DEPARTMENT OF TRANSPORT

Vulindlela KZ 222-225 - 2008/9



Safety Maintenance - Guardrails : Installation-Taylors Halt 200,000 2008/05/01 2008/10/31 1

Safety Maintenance - Guardrails : Installation-Nottingham road 200,000 2008/05/01 2008/10/31 1


Safety Maintenance - Roadmarking : Installation of Studs No 1 200,000 2008/05/01 2008/07/31 1











5,576,295.00 5,575,000

Const of A3621 Msinga Road, 0.0-0.6km 350,000 0.60 2008/05/01 2008/06/30 2

Const of Mlotshwa Road,A3649,1.5km 580,000 1.50 2008/06/01 2008/07/31 2

Construction Of Zazele Road, OL54923, 0-1.5 580,000 1.50 2008/07/01 2008/08/31 2

Const of Lameka Road, A3614,1.8km 700,000 1.80 2008/07/01 2008/09/30 2

Const of Jobosi Road,A3709,1.5km 580,000 1.50 2008/06/01 2008/07/31 2

Const of Mvelweni Road,A3717,1.5km 580,000 1.50 2008/06/01 2008/08/31 2

Const of Mbhele Road, OL54928, 2.5km 850,000 2.50 2008/09/01 2008/11/30 3

Constr. Of Khokho Road 0-1.0 km 260,000 1.00 2008/05/01 2008/06/30 2

Rockydrift 1, OL54929, 0-1.8km 650,000 1.80 2008/05/01 2008/06/30 2

Constr. Of Mhlophe Road, OL54926, 0-1.5km 580,000 1.50 2008/07/01 2008/09/30 3

Khetha Road, OL54925, 0 - 4.2km 1,190,000 4.20 2008/09/01 2008/11/30 4

Const of Shayamoya Road, OL54927, 0-1.3km 500,000 1.30 2008/07/01 2008/09/30 2

7,400,000.00 7,400,000 20.70

229

Other equipment 1,550,000 2008/04/01 2009/02/28 Open

Civil material 450,000 2008/04/01 2009/02/28 Open

Fuel and Oil - Routine Maintenance 1,100,000 2008/04/01 2009/02/28 Open

Fuel and Oil - Blading 900,000 2008/04/01 2009/03/31 Departmental

Routine Maintenance - Blading 1,200,000 2008/10/01 2009/02/28 DOT




Routine Maintenance - Impendle-specialised 200,000 2008/05/01 2009/02/01 1

Routine Maintenance - Impendle-Pipe desilting 1 150,000 2008/06/01 2008/07/31 1

Routine Maintenance - Impendle-labour based-1 150,000 2008/04/01 2008/07/31 1

Routine Maintenance - Howick-specialised 200,000 2008/05/01 2009/02/01 1

Routine Maintenance - Howick-Pipe desilting 1 150,000 2008/06/01 2008/07/31 1

Routine Maintenance - Howick-labour based-1 150,000 2008/04/01 2008/07/31 1

Routine Maintenance - Mooi river-specialised 200,000 2008/05/01 2009/02/01 1

Routine Maintenance - Mooi River-Pipe desilting 1 150,000 2008/06/01 2008/07/31 1

Routine Maintenance - Mooi river-labour based-1 150,000 2008/04/01 2008/07/31 1

Routine Maintenance - Taylors Halt-specialised 200,000 2008/05/01 2009/02/01 1

Routine Maintenance - Taylors halt-Pipe desilting 1 150,000 2008/06/01 2008/07/31 1

Routine Maintenance - Taylors halt-labour based-1 150,000 2008/04/01 2008/07/31 1

Routine Maintenance - Grass Cutting-Taylors halt - 1 150,000 2008/11/01 2008/12/31 1

Routine Maintenance - Grass Cutting-Mooi River - 1 150,000 2008/11/01 2008/12/31 1

Routine Maintenance - Grass Cutting-Nottingham road - 1 150,000 2008/11/01 2008/12/31 1

Routine Maintenance - Grass Cutting-Howick -1 150,000 2008/11/01 2008/12/31 1

Routine Maintenance - Noxious Weeds 325,000 2008/09/01 2009/02/28 Open




Routine Maintenace - Crack Sealing 100,000 2008/07/01 2008/10/31 Open

Routine Maintenance - Signs : Purchase 300,000 2008/05/01 2009/02/28 Open

Routine Maintenance - Signs & km Markers : Installation 200,000 2008/05/01 2008/10/31 1

Routine Maintenance - Signs & km markers: Installation 200,000 2008/11/01 2009/02/28 1

10,926,529.00 10,925,000


Zibambele - Contractors 5,265,780 2007/04/01 2008/03/31 Zibamb.

5,409,780.00 5,409,780

230

Re-gravelling of D768 from Km 0-3.9 800,000 3.90 2008/05/01 2008/07/31 3

Re-gravelling of D494 from Km 0-4.8 1,000,000 4.80 2008/08/01 2008/11/30 3

Re-gravelling of P133 from Km0-9.5km 1,600,000 9.50 2008/08/01 2008/11/30 DOT

Re-gravelling of D1140 from Km 0 - 4km 1,300,000 4.00 2008/11/01 2009/02/28 DOT

Re-gravelling of P 175 from Km 0-22 2,000,000 10.00 2008/06/01 2008/10/31 DOT

Re-gravelling of D1234 from Km 0 - 2.06km 600,000 2.06 2008/06/01 2008/09/30 3

Re-gravelling of D2065 from Km 0-4.16 850,000 4.16 2008/04/01 2008/06/30 DOT

Re-gravelling of D290 from Km 0-3.5 700,000 3.50 2008/06/01 2008/08/31 2

Re-gravelling of D1128 from Km 0-6.9 1,250,000 6.90 2008/07/01 2008/10/31 4

Re-gravelling of P144 km 0-11.5 2,200,000 11.50 2008/08/01 2008/11/30 4

Re-gravelling of P130 km 14-24 1,800,000 10.00 2008/07/01 2008/09/30 4

Regravelling of P145 km 0-10 1,200,000 6.00 2008/04/01 2008/07/31 DOT

15,299,801.00 15,300,000 76.32

44,612,405.00 44,609,780

231


Vulindlela KZ 222-225 - 2009/10

















6,195,884.00 6,200,000.00

Constr. Of Khathikhathi Road, 0-2km 700,000 2.00 2009/05/01 2009/10/31 3

Constr. Of Basiyeni Road, 0-1.7km 650,000 1.70 2009/05/01 2009/10/31 3

Constr. Of Bhidla Road Phase 2, A1792, 0-1.2km 450,000 1.20 2009/05/01 2009/10/31 2

Constr. Of Tholinhlanhla Road, 0-1.8km 620,000 1.80 2009/05/01 2009/10/31 3

Constr. Of Magagasi Road, 0-1.8 620,000 1.80 2009/05/01 2009/10/31 3

Constr. Of Nkomba Road, 0-1.6km 700,000 1.60 2009/05/01 2009/10/31 3

Constr. Of Nene Road, 0-1km 350,000 1.00 2009/05/01 2009/10/31 2

Constr. Of Mpushini Road 300,000 0.50 2009/05/01 2009/10/31 2

Constr. Of Mtolo Road, 0-1.8km 750,000 1.80 2009/05/01 2009/10/31 3

Constr. Of Dlozi Road, 0-1.2km 500,000 1.20 2009/07/01 2009/11/30 2

Constr. Of Susu Road, 0-1km 450,000 1.00 2009/07/01 2009/11/30 2

Constr. Of Masheleni Road, 0-1.5km 600,000 1.50 2009/07/01 2009/11/30 2

Constr. Of Jatini Road, 0-1.7km 700,000 1.70 2009/07/01 2009/11/30 3

Constr. Of Mzwabantu Road, 0-0.8km 425,000 0.80 2009/07/01 2009/11/30 2

232

Construction Of Mconjwana Road, 0-1.1km 465,000 1.10 2009/07/01 2009/11/30 2

Constr. Of Tetelegu Road 300,000 0.55 2009/07/01 2009/11/30 2

Constr. Of Ezakhiweni Road 420,000 1.00 2009/07/01 2009/11/30 2

Constr. Of Bhidla Road Causeway, A1792 800,000 1.00 2009/05/01 2009/10/31 3

9,800,000.00 9,800,000.00 23.25



Fuel and Oil Routine Maintenance 1,400,000 2009/04/01 2010/02/28 Open

Fuel and Oil - Blading 1,100,000 2009/04/01 2010/02/28 Departmental

Routine Maintenance - Blading 1,200,000 2009/04/01 2010/02/28 Open



























233


12,292,345.00 12,290,000.00

Zibambele - Materials 144,000 Open

Zibambele - Contractors 5,265,780 Zibamb.

5,409,780.00 5,409,780.00

Regravelling of D735, 0-3.73km 700,000 3.73 2009/06/01 2009/10/31 3

Regravelling of D293, 0-5.5km 1,000,000 5.50 2009/07/01 2009/11/30 3

Regravelling of P169, 22-31.52km 1,800,000 9.52 2009/05/01 2009/10/31 DOT

Regravelling of P175, 27-40.88km 2,500,000 13.88 2009/05/01 2009/10/31 DOT

Regravelling of P129, 9.31-15.81km 1,200,000 6.50 2009/07/01 2009/11/30 4

Regravelling of D1227, 0-4.44km 800,000 4.44 2009/05/01 2009/10/31 DOT

Regravelling of P140, 0-4.52km 945,000 4.95 2009/07/01 2009/11/30 3

Regravelling of P390, 0-4.95km 900,000 4.52 2009/07/01 2009/11/30 3

Regravelling of P132 1,700,000 10.00 2009/06/01 2009/10/31 4

Regravelling of P27-2 1,850,000 10.00 2009/06/01 2009/10/31 4

Regravelling of P165 1,600,000 10.00 2009/06/01 2009/10/31 4

Regravelling of P167 1,700,000 11.00 2009/05/01 2009/10/31 DOT

16,696,216.00 16,695,000.00 94.04

50,394,225.00 50,394,780.00

234


Vulindlela KZ 222-225 - 20010/11

















6,505,678.00 6,505,000.00

Vulisaka Pholani Road 875,000 2.50 2010/05/01 2010/10/31 3

Nzakane Road 1,050,000 3.00 2010/05/01 2010/10/31 3

Mfiselwa Road (phases 1&2) 231,000 0.66 2010/05/01 2010/10/31 2

Nene Road 210,000 0.60 2010/05/01 2010/10/31 2

Shobalensimbi Road 210,000 0.60 2010/05/01 2010/10/31 2

Mashiyane Road 231,000 0.66 2010/05/01 2010/10/31 2

Mlandu Road 455,000 1.30 2010/05/01 2010/10/31 2

Nxamalala Road 280,000 0.80 2010/05/01 2010/10/31 2

Bongi Road 490,000 1.40 2010/05/01 2010/10/31 3

Dladla Road 3,325,000 9.50 2010/05/01 2010/10/31 4

Thulisa Road 1,225,000 3.50 2010/05/01 2010/10/31 3

Imbali Yezwe Road 1,400,000 4.00 2010/05/01 2010/10/31 3

Amblose Road 1,575,000 4.50 2010/05/01 2010/10/31 3

Regravelling of Various Local Roads 800,000 2010/05/01 2010/10/31 3

235

12,334,350.00 12,357,000.00 33.02



Fuel and Oil Blading Routine Maintenance 1,500,000 2010/04/01 2011/02/28 Open

Fuel and Oil - Blading 1,250,000 2010/04/01 2011/03/31 Departmental

Routine Maintenance - Blading 1,200,000 2010/10/01 2011/02/28 Open




























12,906,963.00 12,900,000.00


Zibambele - Contractors 5,265,780 2010/04/01 2011/02/28 Zibamb.

236

5,409,780.00 5,409,780.00

Re - Gravelling P526 (0-7.4km) 1,850,000 7.40 2010/07/01 2010/10/31 DOT

Re - Gravelling P28-1 (59 - 64km ) 1,250,000 5.00 2010/07/01 2010/10/31 3

Re - Gravelling D 750 (0-2.3km) 600,000 2.30 2010/05/01 2010/10/31 2

Re- Gravelling P28-2 (0-8.2km) 2,100,000 8.20 2010/05/01 2010/10/31 DOT

Re - Gravelling P131 (0-5.6km) 1,400,000 5.60 2010/07/01 2010/10/31 DOT

Re - Gravelling D14 (0-6.4km) 1,600,000 6.40 2010/05/01 2010/10/31 4

Re - Gravelling D1357 (5-8.5km) 900,000 3.50 2010/06/01 2010/09/30 3

Re - Gravelling P402 (0-12.5km) 3,150,000 12.50 2010/06/01 2010/09/30 4

Re - Gravelling D1133 (0 -3km) 800,000 3.00 2010/06/01 2010/09/30 DOT

Re - Gravelling P411 (0-3.6km) 900,000 3.60 2010/06/01 2010/09/30 DOT

Re - Gravelling P412 (0-6.8km) 1,700,000 6.80 2010/06/01 2010/09/30 4

Re - Gravellleing P167 (5km) 1,258,000 5.00 2010/05/01 2010/10/31 DOT

17,531,027.00 17,508,000.00 69.30

54,687,798.00 54,679,780.00

237

NEW GRAVEL ROADS: 2010-11: RRTF VULINDLELA

Kz Area Location Name Length (km) Estimation

kz225 Nadi Vulisaka Pholani Road 2.5 R 800,000.00

kz225 Nadi Nzakane Road 3 R 960,000.00

kz225 Mpumuza Mfiselwa Road (phases 1&2) 0.66 R 211,200.00

kz225 Mpumuza Nene Road 0.6 R 192,000.00

kz225 Ximba Shobalensimbi Road 0.6 R 192,000.00

kz225 Mafunze Mashiyane Road 0.66 R 211,200.00

kz225 Mafunze Mlandu Road 1.3 R 416,000.00

kz225 Nxamalala Nxamalala Road 0.8 R 256,000.00

kz225 Nxamalala Bongi Road 1.4 R 448,000.00

kz223 Mpofana/Middelrus Dladla Road 9.5 R 3,040,000.00

kz223 Mpofana/Middelrus Thulisa Road 3.5 R 1,120,000.00

kz224 Impendle Imbali Yezwe Road 4 R 1,280,000.00

kz224 Impendle Amblose Road 4.5 R 1,440,000.00

Total R 10,566,400.00

238

REGRAVELLING: 2010 - 2011

Kz Area Road No. From To Estimate

kz222 P526 0 7.316 R 1,316,880.00

kz223 P28-1 59 64 R 900,000.00

kz223 D750 0 2.3 R 414,000.00

kz222 P28-2 0 8.2 R 1,476,000.00

kz224 P131 0 5.6 R 1,008,000.00

kz224 D14 0 6.4 R 1,152,000.00

kz224 D1357 5 8.5 R 630,000.00

kz225 P402 0 12.5 R 2,250,000.00

kz225 D1133 0 3 R 540,000.00

kz225 P411 0 3.6 R 648,000.00

kz225 P412 0 6.8 R 1,224,000.00

TOTAL R 11,558,880.00

239

U m g u n g u n d l o v u D i s t r i c t M u n i c i p a l i t y

D i s t r i c t C o u n c i l 2 2

A p p r o x im a t e c o s ts f o r r o a d w o r k s :

R e - g r a v e l l in g o f P a n d D R o a d s R 3 0 0 0 0 0 .0 0C o n s t r u c t io n o f L o c a l R o a d s ( 5 m ) R 3 2 5 0 0 0 .0 0U p g r a d e G r a v e l R o a d t o S u r f a c e d R d R 3 0 0 0 0 0 0 . 0 0R o a d M a r k in g o f R o a d s ( p e r k m ) R 1 0 0 0 0 . 0 0R o a d s t u d s ( p e r k m ) R 6 0 0 0 . 0 0L ig h t R e h a b o f R o a d s ( p e r k m ) R 1 0 0 0 0 0 0 . 0 0H e a v y / D e e p m i l l in g R e h a b ( p e r k m R 2 0 0 0 0 0 0 . 0 0R e s e a l in g o f r o a d s R 3 2 5 0 0 0 .0 0

Umgungundlovu District MunicipalityDistrict Council 22

Budget Allocation Baskets and Basket Descriptions:

Safety M aintenance: Road Marking, B lacktop patching, Guard rails and safety signs.

Construction of Local Roads: Upgrade and construction of local gravel roads.

Routine M aintenances: Pipe cleaning, verge m aintenance, km m arkers, Blading of roads, noxious weeds and directional s igns.

Zibam bele Contractors: Poverty elevation program me for road m aintenance on certain roads.

Re – Gravelling: Re – gravelling and betterm ent of P and D roads.

U m g u n g u n d l o v u D i s t r i c t M u n i c i p a l i t y

D i s t r i c t C o u n c i l 2 2

R e h a b i l i t a t i o n a n d U p g r a d e P r o j e c t s 2 0 0 8 / 9 :

M R 9 O t t o ’ s B l u f f – 3 k m - U p g r a d e R 6 0 0 0 0 0 0 . 0 0

M R 6 M a t t i s o n s – L i g h t R e h a b 4 k m R 4 0 0 0 0 0 0 . 0 0

M R 1 5 4 – R e s e a l 8 k m R 2 5 6 0 0 0 0 . 0 0

M R 1 5 9 – R e s e a l 9 k m R 2 6 0 0 0 0 0 . 0 0

M R 2 9 2 – R e s e a l 6 k m R 1 9 3 5 0 0 0 . 0 0

T O T A L R 1 7 0 9 5 0 0 0 . 0 0

240

DEPT OF ARTS, CULTURE & TOURISM

88

Arts a nd Culture P rog ra mmesArts a nd Culture P rog ra mmesPLANNED ACTIVITIES TIME FRAME BUDGET

Providing support to Arts & Culture Forum:

April - May 08 R20 000

Social Cohesion Programme(Support to/ facilitation of multicultural

projects)•Wildsfees

•Intercultural Food Tasting Event

•ATKV Music Project

•Cultural Day

2 August 2008

17 May 2008

13 September 2008

24 September 2008

R200 000

R100 000

R60 000

R20 000

R20 000

Partnership initiatives with municipalities,

other spheres of government and relevant

stake holders.

(Programme focus on women, youth and the

physically challenged)

Moral Regeneration •HIV Aids Awareness Project.

•Collaboration project with Health Dept. and other stake

holders.

•Amagosa/ Izinduna Workshop

•Workshop and training – Children’s Act.

•Projects focussing on youth/ aged.

Visual Arts & Craft Promotion(-Painting and etching-Beadwork; leatherwork, fabric painting)

•Publicity

•Auditions/ Identification

•Mentorship

•District selection

•Platform for exhibition

Performing Arts Promotion(Kwaito, Hip-hop; Jazz)

1 December 08

April – Nov 08

23-24 July 08

25 May - 1 June 08

May – Jul 08

3-16 May 08

19 May – 6 June

14 – 18 July 08

18 – 22 August

Dec 2008

2-27 June 08

22-24 August

R80 000R15 000

R25 000

R10 000

R10 000

R20 000

R180 000

R100 000

CULTURAL AF F AIRS CULTURAL AF F AIRS

CONTCONT’’DDPLANNED ACTIVITIES TIME FRAME BUDGET

PERFORMING ARTS/ VISUAL ARTS AND CRAFT DEVELOPMENT(ACCREDITED)

1 July – 31 October R130 000

These programmes are guided by the

following provincial imperatives:

•Towards 2010: Support of SPEDS -

Corridor Dev. Initiative (Tourism Focus

points) – Umsunduzi/Midlands Meander

•Facilitation of marketing and

promotion of artists

Music, Song and Dance Project •Auditions/ Identification

•Mentorship


Theatre Project•Auditions/ Identification

•Mentorship


•Participation in KZN Arts Festival

Providing a platform to showcase talent of performing artists.

5-27 July

4-15 August

22 Aug -21 Sept

Dec 2008

31 May – 29 June

14 – 31 July 08

8-10 August

Dec 2008

Apr – Feb 09

R100 000

R60 000

R40 000

R910 000

241

Cultura l Affa irs Cultura l Affa irs

�� Arts a nd Culture Arts a nd Culture

E nsure cultura l divers ity a nd the a dva ncement of cultura l E nsure cultura l divers ity a nd the a dva ncement of cultura l disciplines into via ble indus tries disciplines into via ble indus tries

-- E s ta blish s tructures a nd provide ins titutiona l E s ta blish s tructures a nd provide ins titutiona l

supportsupport

-- P rovide a nd ma inta in fa cilities P rovide a nd ma inta in fa cilities

-- F a cilita te a ccess to fa cilities a nd F a cilita te a ccess to fa cilities a nd progra mmesprogra mmes

-- P rovide ca pa city building P rovide ca pa city building progra mmesprogra mmes

-- F a cilita te a nd support excellence enha ncing F a cilita te a nd support excellence enha ncing progra mmesprogra mmes

Cultura l Affa irs cont. Cultura l Affa irs cont.

�� La ng ua g eLa ng ua g e

P romote multiling ua lism, redress pa s t P romote multiling ua lism, redress pa s t

ling uis tic imba la nces a nd develop the ling uis tic imba la nces a nd develop the

previous ly ma rg ina lized lang ua g esprevious ly ma rg ina lized lang ua g es

-- E s ta blish a nd support s tructuresE s ta blish a nd support s tructures

-- P rovide la ng ua ge services P rovide la ng ua ge services

242

La ng ua g e La ng ua g e P rog ra mmesP rog ra mmes

�� P rovide a dminis tra tive support to P rovide a dminis tra tive support to KZNP GNC KZNP GNC –– form Dis trict committeesform Dis trict committees

�� Tra ns la tion of documents Tra ns la tion of documents

�� Interpreting services Interpreting services

�� S imulta neous Interpreting equipment S imulta neous Interpreting equipment

�� Litera ture writing Litera ture writing

Libra ries a nd Archives Libra ries a nd Archives �� Libra ries Libra ries

P rovide libra ry a nd informa tion services which a re free, P rovide libra ry a nd informa tion services which a re free, equita ble, a ccess ible, provide for the information, equita ble, a ccess ible, provide for the information, rea ding a nd lea rning needs of peoplerea ding a nd lea rning needs of people…….. ..

-- P rovide libra ry ma teria l, books a nd other forma ts to P rovide libra ry ma teria l, books a nd other forma ts to public libra ry.public libra ry.

-- P romote the use of libra ries a nd culture of readingP romote the use of libra ries a nd culture of reading

-- Monitor a nd support public libra ries with fresh ma teria l.Monitor a nd support public libra ries with fresh ma teria l.

243

LIBRARY S E RVICE SLIBRARY S E RVICE S

MUNICIPALITY SERVICE

Richmond S et up of the Internet Ca fé – 6 computers with internet a ccess , printers Cyber ca det – appointment of one CB to provide tra ining and a ss is ta nce to thepublic to use internet. Tota l va lue R 220 000

uMng eni Hilton Library – E xtra S tudy S pa ce is being providedMpophomeni - S et up of the Internet Ca fé – 6 computers with internet a ccess , printers Cyber ca det – a ppointment of one CB to provide tra ining a nd a ss is ta nce to the public to use internet. Tota l va lue R 220 000

Impendle Built new libra ry – R 4mS et up of the Internet Ca fé – 6 computers with internet a ccess , printers Cyber ca det – a ppointment of one CB to provide tra ining a nd a ss is ta nce to the public to use internet. Tota l va lue R 220 000

Msunduzi Opened E a stwood Libra ry – R4.5mS et up of the Internet Ca fé – 6 computers with internet a ccess , printers Cyber ca det – appointment of one CB to provide tra ining and a ss is ta nce to thepublic to use internet. Tota l va lue R 220 000Built Umsunduzi libra ry ( Bess ie Hea d) - R13m

Mkha mba thini Ca mperdown Libra ryS et up of the Internet Ca fé – 6 computers with internet a ccess , printers Cyber ca det – appointment of one CB to provide tra ining and a ss is ta nce to thepublic to use internet. Tota l va lue R 220 000

Libra ries a nd Archives cont.Libra ries a nd Archives cont.

�� ArchivesArchives

Acquire, preserve a nd ma na g e public a nd nonAcquire, preserve a nd ma na g e public a nd non--public records in public records in order to ensure public a cces s to the na tionorder to ensure public a cces s to the na tion’’s a rchiva l herita g es a rchiva l herita g e

-- E nsure proper ma na g ement a nd ca re of a ll public records in E nsure proper ma na g ement a nd ca re of a ll public records in g overnmenta l bodies .. g overnmenta l bodies ..

-- Ma na g e Archives Repos itories Ma na g e Archives Repos itories

-- F a cilita te a cces s to recordsF a cilita te a cces s to records

-- Render records ma na g ement service to g overnmenta l bodies .Render records ma na g ement service to g overnmenta l bodies .

-- P romote a wa reness a nd us e of a rchivesP romote a wa reness a nd us e of a rchives

244

TOURIS M P ROGRAMME STOURIS M P ROGRAMME S

�� P rovincia l Tourism P olicy P rovincia l Tourism P olicy �� Tourism Awareness Tourism Awareness P rogrammesP rogrammes�� Tourism Mentorship Tourism Mentorship P rogrammeP rogramme�� S kills Development S kills Development -- B&B and Tour B&B and Tour

Opera tors Tra iningOpera tors Tra ining�� S kills AuditS kills Audit�� Tour Guide Tra iningTour Guide Tra ining�� Grading and reg istra tion of establishmentsGrading and reg istra tion of establishments�� Tourism Career S upport Tourism Career S upport P rogrammeP rogramme ––

bursaries ; bursaries ; lea rnershipslearnerships ; career exhibition; ; ca reer exhibition;

245

DEPT OF AGRICULTURE & ENVIRONMENTAL AFFAIRS

DEPARTMENT OF AGRICULTURE AND ENVIRONMENTAL AFFAIRS

� 3 SUB DIRECTORATES� AGRICULTURE� ENVIRONMENTAL AFFAIRS

• REGULATORY• ENFORCEMENT• EIA’S• AWARENESS CAMPAIGNS• Transferred R260 000 to the district for a review of integrated

waste mngplan• R300 000 for greening• Emf for Umsunduzi –1st for Province (R1,7m)

� VET• RABIES • DIP TANKS

DEPARTMENT’S COMMITMENT

� 4 PROGRAMS

� CORRIDOR MASSIFICATION

� MUSHROOMS

� LIVESTOCK

� FOOD SECURITY

246

CORRIDOR MASSIFICATION

� LINKED TO THE PSEDS OF CORRIDORS

� VAST TRACKS OF HIGH POTENTIAL AGRIC. LAND THAT IS UNDERUTILISED

� ASSIST TO BRING THESE LANDS INTO PRODUCTION BY PLANTING AND TRAINING

MUSHROOMS

� PARTNER WITH CHINESE GOVT TO

PROMOTE THE MUSHROOM INDUSTRY

� 3 MUSHROOM BASE STATIONS WILL BE ESTABLISHED

� FORMATION OF COOPERATIVES

� PRODUCE SUBSTRATES

� PRODUCE MATERIAL FOR SUBSTRATES

� PRODUCE MUSHROOMS

� MARKET MUSHROOMS

247

LIVESTOCK

� COMMUNAL HERD IN KZN IS 62% OF KZN HERD

� OFF TAKE ONLY 2%

� DEPT STRATEGY:

� STRENGTHENING LIVESTOCK ASSOCIATIONS

� INCREASING TRAINING AND AWARENESS PROGRAMS

� REHAB OF DIPTANKS

� IMPROVE MARKETING AND VALUE ADDING

FOOD SECURITY

� ASSISTS SMALL SCALE COMMUNITIES

� FOOD SECURITY PROJECTS

� TRAINING OF SMALL SCALE FARMERS

� MIGRATION FROM EMERGING TO COMMERCIAL FARMERS.

248

ADDITIONAL PROGRAMS

� INVASIVE ALIEN WEED ERADICATION PROGRAM

� LAND CARE PROGRAM

� PUBLIC PRIVATE PARTNERSHIPS

� ESTABLISHMENT OF YARD AND WARD COMMITTEES

� PPC COMMITMENT

� INTERACTION WITH DEPARTMENT OF LAND AFFAIRS

� RESEARCH – VITICULTURE

2008/9 INTERVENTIONS

� FORMATION OF WARD ASSOCIATIONS

� FORMATION OF COMMODITY ASSOCIATIONS

� WARD AND DISTRICT AGRIC PLAN

� SUPPORT TO SECTOR DEPARTMENTS

� PARTNERSHIP WITH DTP

249

2008/9 INTERVENTIONS CONT.

� SUPPORT TO LAND REFORM PROJECTS

� IDENTIFICATION AND IMPLEMENTATION OF CORRIDOR PROJECTS

� RETRAINING OF EXTENSION OFFICERS

�DISTRICT AGRICULTURAL SHOW

ACCESSING OF FUNDING

� IS THE COMMUNITY COMMITTED TO THE PROJECT

� SOCIAL DYNAMICS

� IS THE SITE SUITABLE

�WILL THE PROJECT BE SUSTAINABLE

� FUNDS FOR INITIAL INPUTS AND INFRASTRUCTURE

250


� PROVINCIAL� CONTACT ASST MANAGER OR TECH

� INITIAL PROJ ASSESSMENT IN TERMS OF TECH SUITABILITY. BP TO BE COMPLETED

� PPC WILL VISIT PROJ FOR DETAILED STUDY

� SUBMISSION OF PROJECT TO D.T.T

� PROJECT RECOMMENDED AND RETAINED FOR BUDGET AVAILABILITY

� BUDGET WILL BE AVAILABLE ALONG DEPT PRIORITIES


� DEPT IDENTIFY POSSIBLE PROJECT AREAS

� AGRICULTURAL ASSESMENT COMPLETED

� SOCIAL ASSESSMENT

� INSTITUTIONAL ARRANGEMENTS

� BUSINESS PLAN COMPLETED

� SUBMITTED FOR FUNDING

251


� LAND CARE

� FUNDING FROM CASP

� MUST HAVE A LAND CARE ELEMENT

� BUSINESS PLAN TO BE COMPLETED

� FUNDING IS NORMALLY FOR A PERIOD OF 3 YEARS

� FUNDING INCLUDES WAGES

CHALLENGES

� PTO’S

� EIA’S

� OPPORTUNISTIC FARMERS

� LAND PREPERATION SERVICES

� EMERGING CONTRACTORS – INSUFFICIENT BUSINESS SKILLS AND LACK OF ACCESS TO FINANCE DELAY IMPLEMENTATION OF PROJECTS

� LOSS OF SKILLED DEPARTMENTAL AGRICULTURAL STAFF

252

WHAT CAN MUNICIPALITIES DO?

� NEED TO JOINTLY IDENTIFY PRIORITISED AREAS/COMMUNITIES

� BE MEMBER OF DTT MEETINGS

� ASSIST WITH FORMATION OF WARD COMMITTEES

� CO FUND PROJECTS

� OFFICE ACCOMMODATION

253

DEPARTMENT OF HEALTH

UmshwatiUmshwati

8 days8 days48,5%48,5%2484248411District District

HospitalHospital

2496249668168122Mobile Mobile

ClinicsClinics

1958195832132122Fixed Fixed

Clinics x Clinics x

8hrs a 8hrs a

day, 5 day, 5

days a days a

weekweek

433843381024102433Fixed Fixed

Clinics Clinics

24hrs on 24hrs on

callcall

Average Average

length of length of

StayStay

Bed Bed

UtilisationUtilisationOPD OPD

Attendees Attendees

per monthper month

HeadHead

count count

over 5over 5

HeadHead

count under 5count under 5

NumberNumberType of Type of

Services Services

UmngeniUmngeni

89089023123111Fixed Fixed

Clinics Clinics

24hrs on 24hrs on

callcall

67%67%11Specialised Specialised

HospitalHospital

1 6691 66972572544Mobile Mobile

ClinicsClinics

4 5344 53456656611Fixed Fixed

Clinics x Clinics x

8hrs a day, 8hrs a day,

5 days a 5 days a

weekweek

4 9784 9781 2111 21111Fixed Fixed

Clinics Clinics

24hrs 24hrs

Average Average

length of length of

StayStay

Bed Bed


headcount headcount

per monthper month

HeadHead

count count

over 5over 5

HeadHead



Services Services

254

ImpendleImpendle

5 4685 4681 1021 10211Fixed Fixed

Clinics Clinics

24hrs 24hrs


ClinicsClinics


Clinics Clinics

24hrs on 24hrs on

callcall

Average Average

length of length of

StayStay

Bed Bed


headcount headcount

per monthper month

HeadHead

count count

over 5over 5

HeadHead



Services Services

uMsunduziuMsunduzi

33Fixed Clinics Fixed Clinics

24hrs on 24hrs on

callcall58 19858 19813 49213 492


24hrs24hrs

44 62044 6204 0014 00122CHCCHC

909062%62%11TB HospitalTB Hospital

13213258%58%22SpecialisedSpecialised

12 days12 days76%76%16 67616 67611TertiaryTertiary

5.5 days5.5 days78%78%20 40420 40411RegionalRegional

5.2 days5.2 days75%75%16 97416 97411District District

HospitalHospital

1 6161 61666766744Mobile Mobile

ClinicsClinics


x 8hrs a x 8hrs a

day, 5 days day, 5 days

a weeka week

11Fixed ClinicsFixed Clinics

12 hrs a day12 hrs a day

Average Average

length of length of

StayStay

Bed Bed


headcount headcount

per monthper month

Headcount Headcount

>5>5

PHCPHC

Headcount Headcount

<5<5

PHCPHC


Services Services

255

MkhambatiniMkhambatini

306430641670167011CHCCHC


ClinicsClinics

4702470289089033Fixed Fixed

Clinics Clinics

24hrs on 24hrs on

callcall

Average Average

length of length of

StayStay

Bed Bed


headcount headcount

per monthper month

HeadHead

count count

over 5over 5

HeadHead



Services Services

RichmondRichmond

172 days172 days64%64%11TB TB

HospitalHospital


ClinicsClinics


Clinics x Clinics x

8hrs a 8hrs a

day, 5 day, 5

days a days a

weekweek

784778471784178433Fixed Fixed

Clinics Clinics

24hrs on 24hrs on

callcall

Average Average

length of length of

StayStay

Bed Bed


headcount headcount

per monthper month

HeadHead

count count

over 5over 5

HeadHead



Services Services

256

Health PostsHealth Posts

EsimozomeniEsimozomeni

MpululeMpulule

KwaKwa--ShangeShange

KwaKwa ThuinziThuinzi

TendelaTendela

MashingeniMashingeni

MthombeniMthombeni

ProposedProposed

NameName

R 6 497 101 R 6 497 101 77TotalTotal

R 990 443R 990 443InfrastructureInfrastructure??RichmondRichmond

R 990 443R 990 443InfrastructureInfrastructure??MkhambatinMkhambatin

ii

R 990 443R 990 443InfrastructureInfrastructure??MsunduziMsunduzi

R 990 443R 990 443InfrastructureInfrastructure??ImpendleImpendle

R 554 443 R 554 443 InfrastructureInfrastructure??MpofanaMpofana

R 990 443R 990 443InfrastructureInfrastructure??UmgeniUmgeni

R 990 443R 990 443InfrastructureInfrastructure??UmshwatiUmshwati

Budget RequiredBudget Required

ProvincialProvincial

RequiredRequiredSiteSiteMunicipalityMunicipality

Service Expansion as per Service Transformation Service Expansion as per Service Transformation Service Expansion as per Service Transformation Service Expansion as per Service Transformation Service Expansion as per Service Transformation Service Expansion as per Service Transformation Service Expansion as per Service Transformation Service Expansion as per Service Transformation

Plan Plan Plan Plan Plan Plan Plan Plan

NewNewPhateniPhateni

NewNewHopewell ClinicHopewell Clinic

Upgrade to Upgrade to

CHCCHCRichmond ClinicRichmond Clinic

RichmondRichmond

NewNewEzimwiniEzimwiniMkhambatiniMkhambatini

NewNewKwaKwa MpandeMpande

NewNewMahlutshiniMahlutshini

09/1009/10 10/1110/11

NewNewBhamshelaBhamshela ClinicClinic


CHCCHCGomaneGomane

ImpendleImpendle

New CHCNew CHCTaylorsTaylors HaltHalt

MsunduziMsunduzi


CHCCHCMpophomeniMpophomeniUmgeniUmgeni


CHCCHCGcumisaGcumisa

NewNewDalton ClinicDalton Clinic

NewNewEfayeEfaye ClinicClinic

New New EmambedwiniEmambedwini

ClinicClinic

UmshwatiUmshwati

11/1211/1208/0908/09StatusStatusProjectProjectMunicipalityMunicipality

257

Service Expansion as per Service Service Expansion as per Service Service Expansion as per Service Service Expansion as per Service Service Expansion as per Service Service Expansion as per Service Service Expansion as per Service Service Expansion as per Service

Transformation PlanTransformation PlanTransformation PlanTransformation PlanTransformation PlanTransformation PlanTransformation PlanTransformation Plan09/1009/10 10/1110/11

New UnitNew UnitDoris Doris

GoodwinGoodwin

MDR UnitMDR Unit

RevitalisationRevitalisationEdendale Edendale

HospitalHospital

HospitalsHospitals

11/1211/1208/0908/09StatusStatusProjectProjectMunicipalityMunicipality

CHALLENGESCHALLENGESINFRASTRUCTRE DEVELOPMENTINFRASTRUCTRE DEVELOPMENT�� As per the previous slide we are dogged by delays in the processAs per the previous slide we are dogged by delays in the process of of

implementing and completing new infrastructure proposals. Projecimplementing and completing new infrastructure proposals. Projects ts have been delayed from the previous MTEF Period now to be have been delayed from the previous MTEF Period now to be completed in the next MTEF Period and in some cases beyond that.completed in the next MTEF Period and in some cases beyond that.

�� Contractor capacity, Financial constraints and skill shortages pContractor capacity, Financial constraints and skill shortages play a lay a major role in delaying these projects.major role in delaying these projects.

�� NxamalalaNxamalala and and MhlahlutshiniMhlahlutshini has not progressed at all in 2007 due has not progressed at all in 2007 due the above problems.the above problems.

COMMUNICATIONSCOMMUNICATIONS�� NxamalalaNxamalala Clinic in Impendle and Clinic in Impendle and NdaleniNdaleni Clinic are affected Clinic are affected

adversely by the theft of copper wire which renders their telephadversely by the theft of copper wire which renders their telephones ones and faxes useless.and faxes useless.

�� The road linking Bruntville township to Bruntville CHC in MpofanThe road linking Bruntville township to Bruntville CHC in Mpofana a has a unhas a un--tarred gap which renders this road impassable during tarred gap which renders this road impassable during adverse weather conditions.adverse weather conditions.

258

CHALLENGES CHALLENGES WATER QUALITY AND SUPPLYWATER QUALITY AND SUPPLY

�� The uMgungundlovu District has the highest incidence of incidencThe uMgungundlovu District has the highest incidence of incidence of e of DiaohhrealDiaohhrealdiseases in the Country (06/07 DHB)diseases in the Country (06/07 DHB)

�� The pollution levels in the The pollution levels in the uMsunduzi RiveruMsunduzi River are a cause for concern as many are a cause for concern as many informal communities along the banks of the river use this as a informal communities along the banks of the river use this as a water source and water source and a large number of these can only access health care at PHC clinia large number of these can only access health care at PHC clinics which supply cs which supply this datathis data

�� The supply of water at Appelsbosch Hospital and to the surroundiThe supply of water at Appelsbosch Hospital and to the surrounding community ng community is a cause for concern as there are frequent reports of “purifieis a cause for concern as there are frequent reports of “purified” water running d” water running out at the dam due to the lack of chemicals available to make thout at the dam due to the lack of chemicals available to make the water potablee water potable

SANITATIONSANITATION

�� The building of sanitation units in households is ongoing but coThe building of sanitation units in households is ongoing but completion has been mpletion has been affected by lack of sufficient funds.affected by lack of sufficient funds.

�� Staff shortages. Resignations and deaths have affected essentialStaff shortages. Resignations and deaths have affected essential coverage and coverage and inspection of these units and household adherence to correct utiinspection of these units and household adherence to correct utilisation of these lisation of these units.units.

HIV and TB PREVALENCEHIV and TB PREVALENCE

�� 44% 44% -- second highest in the country behind second highest in the country behind AmajubaAmajuba District.District.

�� VCT Testing of Catchment Population is low at 2%.VCT Testing of Catchment Population is low at 2%.

�� TB Crisis District which requires input from all sectors to ensuTB Crisis District which requires input from all sectors to ensure that population is re that population is well aware of the prevention and treatment of TB conditions.well aware of the prevention and treatment of TB conditions.

259

SECTION F.

IMPLEMENTATION PLAN

260

MIG - 3 Year Capital Plan 2008/2009 - 2010/2011

2008/2009 2009/2010 2010/2011

Agent Project Title Annual Value Annual Value Annual Value

DC22 - Umgungundlovu DC Solid Waste MP Implementation 2,753,563.93 0.00

Total Total 2,753,563.93 0.00 0.00

2008/2009 Financial Year MIG

FINANCIAL YEAR 2008/2009 2009/2010 2010/2011

Agent Project Title Annual Value Annual Value Annual Value

DC22 - Umgungundlovu DC Richmond: Hopewell Storm water Rehabilation 185,277.00

DC22 - Umgungundlovu DC Swayimane wards 6 & 9 0.00 4,832,751.19

DC22 - Umgungundlovu DC Swayimane wards 10 0.00 4,438,522.19

DC22 - Umgungundlovu DC Swayimane ward 11 0.00 3,648,994.94

DC22 - Umgungundlovu DC Stoffelton ward 1 0.00 1,702,539.69

DC22 - Umgungundlovu DC Emakholweni ward 5 250,000.00 3,846,388.44

DC22 - Umgungundlovu DC Ndaleni ward 3 & 6 250,000.00 5,407,761.59

DC22 - Umgungundlovu DC Magoda ward 2 250,000.00 3,857,824.19

DC22 - Umgungundlovu DC Mvoti Slopes Sanitation 274,998.19 1,580,636.26

DC22 - Umgungundlovu DC Greater Eston Water Supply 21,084,581.51 45,605,579.49

Embuthweni 1 (bulk pipeline & reserviours) 8,000,000.00

Embuthweni 2 (reticulation) 7,300,000.00

Inhlazuka 1 (bulk pipeline & reserviours) 7,650,000.00

Inhlazuka 2 (Reticulation) 9,964,723.00

Bulk Design 0.00

DC22 - Umgungundlovu DC Rehabilitation of D1017 0.00 6,281,032.64

DC22 - Umgungundlovu DC Rehabilitation of D1130 0.00 5,264,385.42

DC22 - Umgungundlovu DC Mooiriver Village Roads 0.00 3,793,325.32

DC22 - Umgungundlovu DC Enguga,Entshayabantu & Macksam Water Supply

Enguga- Phase 1 - (Reservoir, treatment works, rising main & Ret) 6,800,000.00

261

Enshayabantu- Phase 2 (Bulk pipeline, reservoir, ret) 9,925,000.00

Macksam- Phase 2 (Bulk pipeline, reservoir, ret) 8,292,316.02

DC22 - Umgungundlovu DC KwaNovuka Water Supply 3,794,464.50

Kwa Gqugquma Water 1,220,640.58

Ntanzi Water 923,128.55

DC22 - Umgungundlovu DC Inhlazuka Sanitation 4,990,136.52

TOTAL 70,070,684.36 50,400,000.00 60,944,322.87

TOTAL FOR THE YEAR 72,824,248.29 50,400,000.00 60,944,322.87

262

SECTION G.

PROJECTS

263

MIG / INTERNALLY FUNDED

WATER PROJECT NAME FUNDING

SOURCE REQUIRED BUDGET (2008/09)

ALLOCATED BUDGET (2008/09)

Embuthweni 1( bulk pipeline & resevouir) MIG 8 000 000.00 8 000 000.00

Embuthweni 2 ( rerticulation) MIG 7 300 000.00 7 300 000.00

iNhlazuka 1( bulk pipeline) MIG 7 650 000.00 7 650 000.00

iNhlazuka 2 (rerticulation) MIG 9 964 000.00 9 964 000.00

Enguga Phase 1( reservoir, treatment works, rising main & rerticulation)

MIG 6 800 000.00 6 800 000.00

ENtshayabantu Phase 2 ( bulk pipeline, reservoir, ret) MIG 9 925 000.00 9 925 000.00

Macksam phase 2 ( bulk pipeline, reservoir, ret) MIG 8 292 316.00 8 292 316.00

KwaNovuka Water Supply

MIG

3 794 465.00

3 794 465.00

Kwa Gqugquma Water MIG 1 220 641.00 1 220 641.00 Ntanzi Water Supply

MIG

1 502 464.00 1 502 464.00

264

SANITATION

PROJECT NAME FUNDING



Emakholweni 5 MIG 829 333.00 829 333.00

Ndaleni 3 & 6

MIG 829 333.00

829 333.00

Magoda

MIG 829 333.00

829 333.00

Mvotislopes

MIG 854 331.00

854 331.00

Inhlazuka

MIG 4,990,136.52

4,990,136.52

SPORTS AND RECREATION

PROJECT NAME FUNDING SOURCE REQUIRED

BUDGET (2008/09)


Empolweni Sportsfields Dept Sports and Recreation

1 800 000.00 1 800 000.00

265

PROJECT NAME FUNDING SOURCE REQUIRED BUDGET (2008/09)


Dales Athletic Track Dept Sports and Recreation

2 000 000.00 2 000 000.00

PROJECT NAME FUNDING SOURCE

REQUIRED BUDGET (2008/09)


Backlog In Clinics Water And Sanitation DWAF 2 524 000.00 2 542 000.00

ELECTRIFICATION PROJECT NAME FUNDING



Schools Electrification Programme 800 000.00 800 000.00

CEMETERIES AND CREMATORIA PROJECT NAME FUNDING



Mpofana Cemetery Fencing

MIG 400 000.00 400 000.00

SOLID WASTE PROJECT NAME FUNDING



UMDM Solid Waste Master Plan MIG 2 753 564.00 2 753 564.00

266

PARTIALLY FUNDED PROJECTS

HIV/AIDS No. Project Name Funding Source Required Budget Allocated Budget Project Start Date

1. DAC – Establishment, Development and Launch.

INT

ER

NA

L

FU

ND

ING

R 300 000.00

R275 0

00

July 2008

2. LAC’s – Establishment, Development and Launch.

R 200 000.00 August 2008

3. HIV/AIDS District Wide Strategic Plan.

R 800 000.00 July 2008

4. Launch of an HIV/AIDS Strategic Plan.

R 250 000.00 1st December 2008

5. District HIV/AIDS Summit. R 500 000.00 1st June 2009

YOUTH DEVELOPMENT

No. Project Name Funding Source Required Budget Allocated Budget Project Start Date

1. Establishment of Youth Forum

INT

ER

NA

L

FU

ND

ING

R50 000

R350 0

00

2. Facilitate Youth Entrepreneurship development Input into the Supply Chain Management Policy Review

R 50 000

3. Youth summit in tourism

R45000 000

267

TOURISM

PROJECT NAME

FUNDING SOURCE REQUIRED BUDGET

(2008/09)


START DATE

Manage/monitor the development of the website

INT

ER

NA

L F

UN

DIN

G

400 000

R750 0

00

Statistics of tourists visiting our region, list of graded and registered products within the district and statistics.

500 000

Feasibility study 150 000

Meet with relevant stakeholders 0.00

Investigate product development 800 000

Cooperation with local municipalities and other stakeholders 0.00

Investigate the type of events the district could be involved in 500 000

268

SPECIAL PROGRAMMES

No. Project Name Funding Source Required Budget Allocated Budget

1. INTERFAITH &TRADITIONAL AFFAIRS

INT

ER

NA

L F

UN

DIN

G 300 000.00 271 013.00

2. INTER-GOVERNMENTAL RELATIONS

500 000.00 325 000.00

3. COMMUNICIATION 5 000 000.00 225 000.00 4. POVERTY ALLEVIATION 750 000.00 5. SPORTS & CULTURE

PROMOTION 700 000.00

6. SPORTS AND RECREATION PROMOTION

200 000.00 700 000.00

269

UNFUNDED PROJECTS

TECHNICAL DEPARTMENT

PROJECT NAME REQUIRED BUDGET (2008/09)

Trust Feed Cemetery construction - retention payment

74 637.08

Construct new Cemetery for Mpofana Municipality ( budget allocated for fencing of the current cemetery)

886 522.73

Co fund construction of Cemetery Extension at Mpophomeni Cemeteries

500 000.00

Roads upgrade - Umsunduzi Municipality Cemetery 1 743 265.00

Fencing at Impendle Municipality 92 950.00

Bulk - Embo Thumini

1 300 000.00

Review of ESDP 340 000.00

270


Increase in cost of Loteni electrical 260 000.00


3,771,052.00


5,332,441.00

Mooi River Village roads 0.00

Mooi River Taxi Rank 7,179,465.00

Upgrading roads in Nxamalala 3,811,410.00

Upgrading roads in Basotho 0.00

Upgrading Embo Thumini roads 0.00

Hopewell roads and stormwater 820,604.00

Construct Perimeter Road -New England Road Landfill Site

950,000.00

271


Landfill Operators Training and Mentoring Project

100,000.00

External Audits of Landfill Sites 400,000.00

Improving Equipment on Landfill Sites 1,800,000.00

Develop uMshwathi Landfill Site

Close Hilton Landfill Site 1,500,000.00

Leachate Study - New England Road 11,400.00

Airspace Study - New England Road Landfill Site 20,000.00

Refuse Collection Projects 0.00

IWMP Review 800,000.00

Airspace and State of Leachate at the uMngeni Landfill Site 30,000.00

272


Development of a District Landfill Site 600,000.00

Installation of Weighbridges and Software on Landfill Sites 550,000.00

Construction of Offices on Currys Post Landfill Site 350,000.00

Feasibility into the development of Hazardous Cell on the New District Landfill Site

200,000.00

Closure of Mpofana Landfill Site and Construction of Waste Transfer Station

800,000.00

Transfer of Waste Disposal Function to the UMDM from LM's. 300,000.00

273

TOWN AND REGIONAL PLANNING


Ensuring all developments or activities are inline with the District SDF.

None

District Intergrated Environmental Management Plan. Create awareness programes fro protection of the environment.

450.000.00

Facilitation and coordination of housing development throughout the District Municipality.

450.000.00

Land reform R 100 000

District Wide land and infrastructure audit None

Systems Rollout

R 100 000

Data Management

None

Systems Support & Improvements

R 100 000

GIS Products Support

R 25 000

Database Management

R 75 000

Project Management & Costing

None

274

SOCIAL SERVICES

PROJECT NAME REQUIRED

BUDGET (2008/09)

Transfer of environmental health staff and service from the KZN Province and the Local Municipalities

R10 000 000

FIRE FIGHTING

PROJECT NAME REQUIRED

BUDGET (2008/09)

Training of all fire fighters R 600 000

Build Impendle Fire Station 1.5 million

Fire Safety Awareness Campaign R 200 000

Staff recruitment 6 million

Enhance response time Nil

275

LOCAL ECONOMIC DEVELOPMENT

PROJECT/ PROGRAMME NAME REQUIRED

BUDGET (2008/09)

Completion and Adoption of the Comprehensive District-Wide LED Strategic Plan and read for implementation

N/A

By July 2008, have begun implementation of some of the projects as contained in the LED Strategy with appropriate partners.

N/A

Resource Mobilization activities

N/A

Completion and adoption of a total of seven District-aligned local municipalities LED Strategic Plans

N/A

Develop a roster of all government owned land, buildings and other assets for each LM by mid 2009. This includes comments on state of repair as well as potential uses and broad cost of rehabilitation where necessary

N/A

In partnership with relevant partners Review road, rail, water, energy and telecommunications infrastructure in the light of each target sector requirements and needs.

N/A

Compilation of the UMDM SMME Database

300, 000

Establish and Operate the UMDM SMME Stakeholder Forum

100, 000

276


BUDGET (2008/09)

Conduct Seven SMME Entrepreneurship Workshops/Campaigns within UMDM

400, 000

Hold a District-Wide SMME Fair

400, 000

Sponsor at Least Four SMMEs/Cooperatives to participate in Exhibitions and Shows

200, 000

Undertake SMME Opportunities Study offered by N3 Highway

100, 000

Facilitate Access to Finance by SMMEs in partnership with Ithala and other financial institutions.

Facilitation

Develop a package for SMMEs in each target sector

Facilitation

With the CSIR in partnership assess the feasibility of setting up internet and digital communication centres combined with SMME service centres in a one stop shop by mid 2009

Facilitation

Facilitate access to various business development services in partnership with various roleplayers including KZNDED, FET Colleges, SEDA, LMs, etc…on an ongoing basis.

Facilitation

Facilitate the Development and implementation of SEDA One-Stop-Shop Centre

Facilitation

Feasibility Study of Mkhambathini Business Hub with Cubic Stalls

100, 000

277


BUDGET (2008/09)

Establish Business Information Centres in two Local Municipalities

200, 000

Develop and Maintain a District-Wide Informal Economy Database

100, 000

Facilitate access to Business Management and related Skills Training for the targeted informal Economy players (at least within two of the LMs)

200, 000

Provision of Business Incubation

Development of Informal Economy By-Laws (Impendle, Mpofana, uMshwathi & Mkhambathini)

150, 000

Development of a manufacturing Sector Plan

150, 000

Development of an Agriculture and Agro-processing Sector Plan 150, 000

Develop a Property Development Sector Plan (These plans should include employment and revenue targets as well as exact incentive packages and a cost benefit and break even analysis of incentive versus expected gains..)

150, 000

Review annually achievements against targets. N/A

278


BUDGET (2008/09)

Development of a Services Sector Plan

Facilitate the establishment of the UMDM Investment Unit 154, 000

Facilitate Investment promotion and Marketing in partnership with sector players

260, 400

Conduct Market research and Business Opportunity Development 600, 000

Create a series of inward fact finding missions for target sectors by end 2008. By mid 2008 have identified sites and correct incentive packages for target sectors

N/A

Annual business survey by target sector and LM to identify business needs

N/A

Action research in focus groups in partnership with UKZN each sector annually. Begin immediately

N/A

Establish the District-Wide LED Multi-Stakeholder Forum / Structure

100, 000

Develop a clear LED Communication Strategy / Guiding Document linked to the municipal master communication Plan

N/A

279


BUDGET (2008/09)

Set up task teams of action oriented decision makers for each of the target sector

N/A

FINANCE: INCOME


BUDGET (2008/09)

Implement a new billing system 250 000

Calculating new tariff for new services

N/A

Engage in discussions with LM perfuming district function

N/A

280

OFFICE OF THE MUNICIPAL MANAGER: PERFORMANCE MANAGEMENT


BUDGET (2008/09)

Performance Management Divided into the following activities

1010,000

Review Policy Framework

Develop and submit Organisational scorecards (SDBIPs)

Coordinate the submission of performance reports, including: Monthly , Quarterly and Annual reports

Review and submit Performance Agreements for Section 57 employees

Review Individual Performance Plans of all Managers

Provide advice and support during the appraisal of Managers

Develop Organisational Performance Management Systems

Develop Individual Performance Management Systems

281


BUDGET (2008/09)

Provide advice and support on PM related matters

Conduct research

Develop Policy Document

Develop Process Plan setting out assessment criteria and process to be followed

Administer the assessment and judging process

Facilitate the development of trophies

Arrange a prestigious awards ceremony

282

OFFICE OF THE MUNICIPAL MANAGER: INTERNAL AUDIT


BUDGET (2008/09)

Audit assignments as per approved Internal Audit Plan NIL

Development of Risk Management policy

NIL

Advertise the fraud hotline number.

Development of Fraud Policy

NIL

Awareness Campaigns

NIL

Quarterly audit of PMS NIL

283

OFFICE OF THE MUNICIPAL MANAGER: SPECIAL PROGRAMMES No. Project Name Funding Source Required Budget Allocated Budget Project Start Date

1. ELDERLY PERSONS

R300 000.00 - 2. PUBLIC PARTICIPATION R500 000.00 - 3. GENDER EQUITY R300,000.00

-

OFFICE ON THE RIGHT OF A CHILD (ORC)

No. Project/Programme Name

Funding Source

Required Budget Allocated Budget Project Start Date

1. Programme: ORC Mainstreaming Workshops

uMDM R 100 000.00 NIL 2008/09 Financial Year.

2. Project: Children’s Rights Advisory Council

uMDM R 300 000.00 NIL September 2008

3. Project: Launch of a Children’s Rights Advisory Council.

uMDM R 150 000.00 NIL November 2008

4. Programme: ORC Key National Events

uMDM R 100 000.00 NIL 2008/09 Financial Year.

284

SECTION H.

FINANCIAL PLAN & SDBIPS

DOCUMENT AVAILABLE SEPARATE AS ANNEXURE A

285

SECTION I.

ORGANISATIONAL PERFORMANCE MANAGEMENT

DOCUMENT AVAILABLE SEPARATE AS ANNEXURE B

286

SECTION J.

LIST OF ANNEXURES ANNEXURE A: FINANCIAL PLAN AND SDBIPS

ANNEXURE B: ORGANISATIONAL PERFORMANCE MANAGEMENT

ANNEXURE C: SPATIAL DEVELOPMENT FRAMEWORK

ANNEXURE D: DISASTER MANAGEMENT PLAN

287

SECTION K.

APPENDICES

288

Status of Sector Plans Document Title

Status

Cemeteries and Crematoria Plan Adopted Integrated Waste Management Plan Adopted Integrated Electrification Plan Adopted Public Transport Plan Adopted Northdale/Edendale Public Transport Corridor Study Work in progress Integrated Environmental Management Plan Adopted

Water Services Development Plan Adopted ( in the process of being reviewed)

uMgungundlovu Spatial Development Framework (Reviewed)

Adopted

uMgungundlovu District Land Use Management Framework: Adopted

National Dept of Land Affairs SDF Checklist (See also the Project Brief which incorporates these guidelines)

Guideline Document

Land Affairs Area Based Plan To be completed in 2008 uMgungundlovu District-Wide LED Strategy Adopted

uMgungundlovu Tourism Strategy Adopted

final draft idp- may 08 -...

Documents